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2005 AWARD-WINNING ENTRY

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					 2005 AWARD-WINNING ENTRY
2005 “BEST OF PHOENIX” WINNER
Reputation Programs
Cox Communications with Shira Miller Communications and Ketchum PR
TAKE CHARGE!

BACKGROUND/RESEARCH: The 2004 Super Bowl halftime show incited an outrage about indecency on TV that
continues today. Following the “wardrobe malfunction,” the FCC fined Viacom/CBS heavily and media outlets covered the
issue exhaustively. Capitalizing on the incident, special-interest groups like Parents TV Council and Family Research
Council began pressuring Congress to require cable TV companies to offer channels “a la carte” (a financially infeasible
option for companies and consumers). Further, these groups lobbied for cable companies to be subjected to the same
indecency standards as over-the-air broadcasters. Aside from this rhetoric, parents voiced genuine concern about their
kids’ access to content they deem objectionable. As a major cable, Internet and phone provider, Cox saw a need and
opportunity to proactively help parents manage use of these services in their homes. To frame the issue, we conducted
national research with 1,400 parents who subscribe to cable and/or Internet. Major findings: 1) Parents are very
concerned about what kids see on TV and the Internet; a third are more concerned than before the Super Bowl. 2) They
acknowledge it’s their responsibility to manage their kids’ access to mass media, but say they don’t do a good job due to
lack of time and knowledge. 3) Many don’t utilize parental controls and filtering tools already available. 4) They want help.
In fact, seven of 10 requested a guide to help identify good content, block objectionable content, and learn to use the
control tools they already have. A few months later, in early 2005, we conducted additional research about Internet safety
and found equally compelling results -- mainly that parents don’t fully use monitoring tools they already have and are
generally unaware of what their kids are doing and seeing online. (See “Research” tab for full findings of both studies.)

PLANNING: Findings from the first study validated initial assumptions and formed the framework for our campaign. We
named it “TAKE CHARGE! Smart Choices for Your Cox Digital Home,” connoting a call to action and personal parental
responsibility (per the research). It’s directly aimed at customers, provides tools to help them and their children make
smart choices, and focuses on blocking inappropriate content and locating family-friendly programs and sites.

OBJECTIVES: 1) Empower Cox customers to better manage their families’ use of TV and the Internet. 2) Enlist influential
third parties to amplify our key messages. 3) Enhance Cox’s image as a strong community supporter. 4) Defuse
indecency-related rhetoric and avoid unfavorable legislative or regulatory action.

AUDIENCES: Cox customers, Cox communities, national consumers, lawmakers, regulators.

BUDGET: $600,000.

EXECUTION: The program was launched in two initial phases, in August and October 2004. Since then, we’ve introduced
new initiatives to keep the program fresh, relevant and responsive to ongoing developments in the indecency debate, and
will continue to refresh it in the months to come. Major tactics include:

    •   National Spokesperson, John Walsh -- We researched numerous possible spokespersons and ultimately pursued
        this host of America’s Most Wanted. Walsh is highly regarded as a crusader for children and families, so his
        mission is well-aligned with Take Charge! After signing on as spokesperson, he shot five PSAs, conducted media
        interviews, headlined a satellite media tour, authored an op-ed and hosted a national Cox program about Internet
        safety.
    •   www.cox.com/TakeCharge -- This is the central repository for helpful tools, including TV, Internet and phone
        safety tips; template for a “family contract” setting rules for proper media usage; detailed diagrams on
        programming cable TV parental control features; a primer on instant-messaging lingo frequently used by teens --
        e.g., P911 (“My parents are coming”) and NP (“Nosy parents”); tips on protecting personal info online; and
        numerous links to other helpful resources (including an exclusive Toon Disney microsite devoted to Internet
        safety).
    •   National Partnership with NetSmartz -- Created by the National Center for Missing and Exploited Children
        (NCMEC) and Boys & Girls Clubs of America, NetSmartz has extensive Internet safety resources. We linked to
        their excellent web site, collaborated on parents’ workshops, and jointly commissioned Internet safety research.
    •   Satellite Media Tour -- To promote the findings of the Cox/NetSmartz research on Internet safety, John Walsh
        headlined an SMT on May 25, 2005. The three-hour tour was fully subscribed, with Walsh being interviewed by
        more than 30 TV and radio stations and reaching an audience of nearly 800,000.
 2005 AWARD-WINNING ENTRY
    •   Parents’ Guide -- On the web site, you can download a copy of a parents’ guide that provides numerous tips and
        resources, and also request a printed copy of the guide. The guide is also at Cox payment centers and
        community events and is available in English and Spanish (Toma El Control!).
    •   TV and Print PSAs -- We produced five educational spots starring Walsh, as well as print ads in English and
        Spanish. (PSAs can be viewed at www.cox.com/takecharge/video_choice.asp). A new PSA series is in the works.
    •   National Town Hall Meetings -- We aired a national town hall on Cox Cable in November 2004. Created with
        WAM! network, it featured experts like a national PTA board member. Parents and kids made up the audience.
        They discussed the influence of media, the impact of recent TV scandals, and solutions to help families Take
        Charge! In May 2005, we produced another town hall airing nationwide on Cox Cable. It was hosted by John
        Walsh and featured law enforcement guests, teen testimonials and an expert from NCMEC. The show also
        included a segment teaching parents how to activate Cox High Speed Internet’s free software to monitor their
        children’s online activity.
    •   Coalition-Building Toolkit -- Cox operations are partnering with notables in their local markets to promote Take
        Charge! To help recruit partners and educate communities, we created a toolkit (see “Execution” tab).
    •   Cox Family Fun Night -- In June 2005, we partnered with Nickelodeon network to air three hours of family
        programming (including the movie “Jimmy Neutron”) commercial-free on local Cox Cable channels. It was
        accompanied by conversation starters to promote family discussion about TV and Internet content.

EVALUATION
Objective #1: Empower customers to manage their families’ use of TV and the Internet
   • We have distributed 115,000 printed parents’ guides with clear, easy-to-use tips. Our materials include no fewer
        than 100 practical tips and links to additional resources and tools. The web site has been heavily visited,
        averaging 27,000 unique visitors per month in 2005. Traffic has grown steadily since the site launched last year.
        The parents’ guide has been downloaded more than 10,600 times. Also, traffic to NetSmartz’s web site increased
        more than 30 percent as a result of Take Charge!
   • The two town hall meetings were available to an estimated 4 million homes. Qualitatively, the feedback from
        participants and viewers was very favorable. The May 2005 show, hosted by John Walsh, ran multiple times
        during the summer, helping increase monthly traffic to the Take Charge! web site by 270 percent.
   • The five TV spots have run approximately 410,000 times to a potential audience of 6.3 million customers,
        representing equivalent ad value of $7.7 million.
   • In the month following the Internet safety show and satellite media tour, we saw an 18 percent increase in the
        activation of Internet filtering tools among Cox High Speed Internet customers. Although we don’t have a way to
        measure exact numbers of cable TV parental control features being activated, we have a great deal of anecdotal
        feedback from customers saying Take Charge! has motivated them to begin using parental controls.
Objective #2: Enlist influential third parties to amplify Take Charge! messages
   • John Walsh is a great partner. He said he is forever being pursued to promote numerous products, but Take
        Charge! is the first program of this type he’s endorsed, because he strongly supports its mission of empowering
        parents and protecting children. His enthusiasm has come across clearly in media interviews and in the SMT.
   • Originally, we had budgeted to produce one PSA. However, through Walsh’s generosity and donation of his
        production facilities, we filmed a five-PSA series, which drove heavy traffic to the Take Charge! site.
   • We have recruited several local notables to promote the program, including U.S. Rep. Bob Goodlatte in Roanoke,
        Va., and Sheriff Mike Carona in Orange County, Calif.
Objective #3: Enhance Cox’s image as a strong community supporter
   • Take Charge! has generated significant, positive coverage in national, local and trade publications, including The
        New York Times, Washington Post, The Orange County Register, Hollywood Reporter, Multichannel News, San
        Diego Family Magazine, The Arizona Republic, as well as broadcast news coverage in several markets.
   • The SMT with 30 TV and radio stations reached an estimated viewing audience of more than 1 million people and
        helped increase traffic to the Take Charge! site 527% in the three days immediately following the tour.
   • Cox and Take Charge! received Multichannel News’ 2004 Innovator Award for Community Relations, as well as
        two additional industry awards citing the success of Take Charge!
 2005 AWARD-WINNING ENTRY
Objective #4: Defuse indecency-related rhetoric; avoid unfavorable legislative or regulatory action
   • No unfavorable legislative or regulatory action has occurred to this point. However, special interest groups
        continue to push for a la carte, even though the FCC issued a report deeming it infeasible. Still, with Take Charge!
        we have a proactive answer that helps defuse their criticism. We make tools available and are educating
        consumers on how to use them. We’ll continue to aggressively employ Take Charge! to make that case, including
        distributing the materials to lawmakers and regulators.
   • In a letter, FCC Commissioner Kathleen Abernathy commended Cox and WAM! for sponsoring the Take Charge!
        town hall meeting and for “...helping to foster a dialogue between parents and children about the appropriate use
        of media in the home.”
 2005 AWARD-WINNING ENTRY
Community Relations
Business-Products
Brand Resources Group for Toyo Tire North America
"Partners in Performance" Facility Groundbreaking

SITUATION:
In recent years Toyo Tire & Rubber Co. Ltd., the world’s tenth largest manufacturer of passenger vehicle and light truck
tires, faced the growing pains of meeting an increased demand for its high performance tires. In order to meet rapidly
growing demand in a global marketplace, Toyo established Toyo Tire North America (TNA) in 2004 as its first wholly-
owned North American manufacturing facility. This strategic move was made to give Toyo a North American presence
that would streamline operations, reduce costs and drive sales by strengthening its all-important relationships with U.S.
independent tire dealers. These goals would ultimately be achieved through the construction and operation of TNA’s new,
state-of-the-art manufacturing and warehouse facility in the Bartow County town of White, Georgia. With the official
groundbreaking of the new plant’s construction phase set for October 2004, TNA faced mounting resistance from
community interest groups and citizens opposed to a manufacturing plant in their region. Similar to other “Not in My
Backyard” movements, citizens escalated their concerns by voicing them in public forums and through the media. Among
these concerns was a perception of lower-paying industrial jobs weakening the economy, and the view of a non-U.S.
company unwilling to invest long-term in the local region. Knowing the impact that local opposition could have on Toyo’s
recruiting and employment, brand reputation, and sales, the company chose to dispel the misperceptions about its future
plant and business plans, and conduct outreach in order to gain support. To do this, TNA engaged Brand Resources
Group (BRG) in late July 2004 as its communications partner, providing the agency with its first project -- lead the TNA
facility’s October 19th Groundbreaking Event for its new facility into a forum that would re-position the company as a long-
term economic and community partner and gain the support it needed from Bartow County groups and citizens. The event
would also need to serve as a platform for reinforcing TNA’s value as a partner to independent tire dealers, further
strengthening the Toyo brand and deepening relationships. The challenge: given a ten week timeframe before event day,
a strategic plan would need to be crafted quickly to maximize the groundbreaking.

OBJECTIVES:
Leverage the TNA Facility Groundbreaking Event (set for October 19, 2004) to:
• Shift tone of local media coverage among top local outlets from majority negative to majority positive by October; and
   secure positive coverage for the TNA groundbreaking event from local media in October.
• Engage, educate and build relationships with top influencers in Bartow County community (organizations and
   individuals), measured by their attendance at and participation in the groundbreaking event.

RESEARCH:
An immediate multi-pronged research effort was conducted which included the following steps:
    • Assess Facility Impact: BRG pinpointed facts about the TNA facility’s positive impact on the local community and
      the NA independent tire dealer. An economic impact study demonstrated the positive impact the facility would
      have locally. A quick-read construction schedule helped brief audiences on site status and next steps. Internal
      interviews with TNA identified bragging points for site’s positive impact for all audiences. Industry research helped
      understand how to best communicate TNA site’s positive impact on business for tire dealers.
    • Conduct Media Audit: Top local community media were researched to identify the primary concerns/issues driving
      opposition to TNA’s new plant. Daily monitoring of the most influential local media outlets began, with daily and bi-
      weekly summaries to track tone and content of coverage. A formal local media audit was conducted in August
      2004 to track the mix of positive and negative stories, revealing that in August 88% of media coverage related to
      TNA was negative. The three top trade publications most important to independent tire dealers in the U.S. were
      identified and researched to form the best communications plan to earn coverage.
    • Identify Influencers: BRG and TNA worked together to identify the top influencers among the four target audience
      groups, including in-depth research of Bartow County, including economic drivers, political influencers, key civic
      issues and overall citizenry, along with the assembly of a VIP customer list for TNA.
    • Identify Community Issues: BRG researched the most strategic community involvement and contributions most
      relevant for TNA in the local community to help position TNA as a community partner.
 2005 AWARD-WINNING ENTRY
PLANNING:
Target Audiences for Community Relations Outreach 1.) Local Media Influencers 2.) Community and Government
Influencers ***Listing of individual influencer targets included in binder. Note that Toyo Tire North America Customers
were also invited to attend the groundbreaking event as guests of TNA.

STRATEGIC APPROACH:
   o Leverage the groundbreaking event as a turning point for repositioning the company by dispelling misconceptions
     and delivering Toyo’s key messages.

    o   Adopt an event theme of Partner in Performance to help communicate the Toyo Tires corporate tradition of
        cooperation and alliance within each community, region and business in which Toyo has a presence. Position this
        practice of partnership as resonating through all Toyo relationships. The Partner in Performance theme would be
        used as a consistent communications platform within all event materials and communications, helping to
        communicate the benefits and advantages of TNA to all audiences.

EXECUTION:
A series of communications activities were designed to deliver the Partner in Performance theme:
• Partner in Performance Message Platform helped bring the message to life, including:
         o Vision, Mission and Values statement crafted for TNA facility to form foundation for messaging
         o Bringing the Future Together brochure told total TNA story, with facts on facility benefits
• Media Relations Plan detailed how the groundbreaking could help deliver the Partner in Performance message, with a
    pre-event pro-active media relations program designed to engage media outlets and inform them in advance about
    TNA facility benefits (helping to educated them on facts about site to improve coverage slant).
• Community Relations Plan addressed both short-term and long-term involvement for TNA, identifying education and
    environment as two primary areas of strategic community activity, with a plan to incorporate a donation to Bartow
    County Schools SAT program as a high-visibility example of community partnership.
• Influencer Invitation Plan connected with in advance of the groundbreaking event, engaging them in messages about
    TNA’s commitment to partnership. VIPs from each influencer group received a custom invite.
• Groundbreaking Event Plan detailed a series of messaging opportunities before, during and after the groundbreaking
    -- designed to maximize face-to-face time with key audiences:
         o Day One: Arrival of Customers to Atlanta from Around U.S. for Groundbreaking; VIP Hotel Check-In, Prep
             Package with Nametag and Custom Room Drops; Welcome Reception and Dinner to entertain and educate
             guests on TNA facility pre-groundbreaking, delivering customer-centric partnership messages
         o Day Two: Groundbreaking Event Day for All Audiences; Groundbreaking event staged on facility site in two
             parts -- ceremony & celebration -- in partnership with community vendors who provided almost all event
             materials; Ceremony created opportunity for official groundbreaking, community donation, remarks from TNA
             and local VIPs, specialty VIP seating to officially start site construction; Celebration then led all guests to a
             luncheon for relationship building opportunity, where community contributions to TNA success recognized by
             TNA executives
         o Day Three: Departure of Customers and VIP Special Deliveries, featuring TNA Partners in Performance-
             branded hardhats and shovels custom-delivered to event VIPs

EVALUATION:
Goal #1: Shift tone of local media coverage among top local outlets from majority negative to majority positive by October
and secure positive coverage for the TNA groundbreaking event from local media in October.

Result #1: Pro-active media education, outreach and relationship building assisted in shifting local media coverage slant
from an average of 88 percent negative in August 2004 to an average of 90 percent positive by October groundbreaking.
Twelve feature placements on TNA were generated in October alone, with a majority positioning the facility opening as
positive for the economy and the local community.
 2005 AWARD-WINNING ENTRY
Goal #2: Engage, educate and build relationships with top influencers in Bartow County community (organizations and
individuals), measured by their attendance at and participation in the groundbreaking event.

Result #2: Through the groundbreaking outreach, TNA directly connected face-to-face with more than 1,500 local contacts
and influencers from five key sectors, building critical one-to-one relationships from state representatives to local officials
to area business leaders to citizens and residents. TNA commitment to the community was demonstrated at the event
through a live presentation of a $10,000 gift in education funds, to local after-school tutoring programs - in addition to an
announcement of TNA’s long-term commitment to strengthening education in the local community.
 2005 AWARD-WINNING ENTRY
Community Relations
Associations/Nonprofit Organizations
GolinHarris for Piedmont Fayette Hospital
“Babies for Fayette”

RESEARCH:
According to the U.S. Census Bureau, the number of babies born in Fayette County jumped 46 percent from 1996 to 2001.
Despite the county’s growing birth rate, Fayette Community Hospital (now Piedmont Fayette Hospital) is one of only two
hospitals located in a county of its size without obstetric (OB) services. The absence of OB services in the county has
forced mothers to drive to neighboring counties to deliver their babies. In 2002 alone, more than 1,000 Fayette County
expectant mothers had to make the drive to other counties to deliver their babies. In June 2004, Fayette Community
Hospital filed a certificate of need (CON) with the State of Georgia to construct a seven-bed obstetrics unit with three labor,
delivery, recovery and cesarean-section suites. Within three months, approval was given by the state licensing authority.
Unfortunately, a nearby competing hospital appealed the decision delaying Fayette Community Hospital’s plans to offer
obstetric services. Leadership at Fayette Community Hospital decided it was time to take action. They could not allow
their competitor to delay services. At risk was the hospital’s stature and reputation for delivery of quality care. The
organization engaged GolinHarris to ignite community support for OB services to urge the competing hospital to drop its
appeal. The agency recommended conducting original research to assess community interest and attitudes for maternity
services in Fayette County. GolinHarris collaborated with Fayette Community Hospital to administer a survey to county
residents identifying their desire for OB services. Results revealed that of the nearly 400 citizens polled, almost 98 percent
stated that Fayette Community Hospital is the easiest hospital to reach from their home. Approximately 97 percent
supported bringing OB services to Fayette County and of those nearly half said they would be willing to become involved
in the effort to bring OB services to Fayette Community Hospital. To address these key issues and further define the
community relations campaign, prominent and influential Fayette County citizens and select hospital employees came
together to share ideas and strategies as well as react to key messages, themes and other campaign materials. In
addition, the agency researched news stories, previous hospital CON battles and interviewed hospital leadership to assist
in the planning process.

PLANNING:
Based on the research findings that clearly showed Fayette County residents support bringing OB services to Fayette
Community Hospital and that they would be willing to participate in a campaign to do so, GolinHarris decided to embark
on a community relations campaign enlisting community support to obtain the hospital’s goal. The community and
employee group recruited a Task Force comprised of county leaders in healthcare, business and civic organizations. After
reviewing multiple themes, “Babies for Fayette” was chosen as the official campaign theme. Task Force and campaign
goals included:
    • Lead a grassroots campaign that ignites community and public support to urge the competing hospital to drop its
        appeal. All efforts would be community driven, not hospital driven.
    • Integrate physicians into the campaign since many of the physicians serve both Fayette Community Hospital and
        the competing hospital appealing the expansion. Identify physicians who would be willing to speak on behalf of
        the OB expansion to influence the competing hospital’s board members.

Based on research and community/employee feedback, the agency developed campaign strategies:
   • Involve local business community and news media.
   • Tell personal stories of mothers who have been affected by the absence of obstetrics services.
   • Be careful with messaging without alarming mothers-to-be and safeguarding and protecting the hospital’s
       reputation for delivery of care.
   • Draft key messages to ensure consistency.
   • Develop tools to reinforce key messages including petitions, video, community tool kits, web site, phone
       messages, letters to the editor, press releases, fact sheets, etc.
   • Physicians -- Respond to patient concerns, speak to media and lobby board members at competing hospital.
   • Community Relations -- Hospital Auxiliary (230+ key volunteers) Partnered with the hospital’s volunteer unit to
       distribute campaign collateral materials, including support buttons and tool kits. Auxiliary members also were
       instrumental in garnering petition signatures and encouraging citizens to call the competing hospital to ask the
       hospital to drop its appeal.
 2005 AWARD-WINNING ENTRY
   •   Fayette Community Hospital employees (1300+ employees) -- Hospital employees supported the campaign by
       signing the petition, writing letters to the competing hospital’s leaders and wearing campaign buttons on their work
       uniforms.
   •   Fayette County Chamber of Commerce (800+ members) -- The Chamber was the hospital’s key partner in
       implementing the campaign. Vicki Turner, Chamber chairman, also served as chair of the “Babies for Fayette”
       Task Force. The Chamber included a link on its website to the “Babies for Fayette” web page and allowed Fayette
       Community Hospital to host a breakfast to solicit community support. During the breakfast, the CEO/President of
       FCH spoke along with physician members of the “Babies for Fayette” Task Force. The community video was also
       shown at the breakfast.

EXECUTION:
   • Grassroots Efforts -- Fayette County residents were asked to sign petitions, make phone calls and write letters to
     hospital leadership and to local media and to speak to others in the community.
   • Tool Kits -- Tool kits were developed and sent out to Chamber members, the business community, the news
     media, local OBGYN offices, hospital volunteers, patients and employees. The kit included: cover letter from chair
     of Task Force/Chamber chairman, volunteer form, fact sheet, “how you can help” piece, petition, Q & A, sample
     letter to the editor and buttons/stickers.
   • Web Site -- GolinHarris helped to develop a campaign web site and the Fayette Chamber of Commerce included
     a link to the site on its web page, www.fayettechamber.org.
   • News Releases -- News releases and Task Force kits were sent out to the local news media.
   • “Babies for Fayette” video -- A video was produced to visually tell our story. It featured Fayette County
     obstetricians, hospital employees, and Fayette mothers who had to drive outside the county to deliver their babies.
   • Partnerships -- Vicki Turner, chairman of the Fayette Chamber of Commerce, became an active and outspoken
     member of the Task Force. Turner sent a letter to the 800+ Chamber members asking for support. The Chamber
     of Commerce Board passed a resolution in support of the hospital. Information urging the competing hospital to
     drop its appeal was included on the Chamber’s website.
   • Chamber Breakfast -- Fayette Community Hospital hosted a Chamber of Commerce breakfast with a baby
     shower theme. Pink and blue rattles, balloons and favors decorated the room. The “Babies for Fayette” video was
     shown. Hospital CEO Darrell Cutts, obstetricians and pregnant citizens spoke about the critical need for maternity
     services at the hospital.

   EVALUATION:
   Campaign goal 1: Lead a grassroots campaign that ignites community and public support to urge the competing
   hospital to drop its appeal. All efforts would be community driven, not hospital driven.
   Results: Fayette Community Hospital was overwhelmed by the support received from the community. More than
   1,000 petition signatures were received. Hundreds of phone calls also were made to the local news media and the
   competing hospital’s president and board members asking the hospital to drop its appeal. Numerous articles
   highlighting the “Babies for Fayette” campaign were printed in local newspapers. The campaign web site proved
   effective in garnering community support. On Dec. 9, eight weeks after the campaign went public, the competing
   hospital announced that it was dropping its appeal.

   Campaign goal 2: Integrate physicians into the campaign since many of the physicians serve both Fayette Community
   Hospital and the competing hospital appealing the OB expansion. Results:
      • Physicians supported the campaign by volunteering to be featured on the “Babies for Fayette” video.
      • Several obstetricians addressed the critical need for OB services at the Chamber of Commerce breakfast.
      • Five physicians served on the “Babies for Fayette” Task Force.
      • Local OBGYN offices distributed “Babies for Fayette” materials (i.e. stickers/buttons) to patients and
           encouraged them to sign the petition.
 2005 AWARD-WINNING ENTRY
Reputation Programs
Cox Communications with Shira Miller Communications and Ketchum PR
TAKE CHARGE!

BACKGROUND/RESEARCH:
The 2004 Super Bowl halftime show incited an outrage about indecency on TV that continues today. Following the
“wardrobe malfunction,” the FCC fined Viacom/CBS heavily and media outlets covered the issue exhaustively.
Capitalizing on the incident, special-interest groups like Parents TV Council and Family Research Council began
pressuring Congress to require cable TV companies to offer channels “a la carte” (a financially infeasible option for
companies and consumers). Further, these groups lobbied for cable companies to be subjected to the same indecency
standards as over-the-air broadcasters. Aside from this rhetoric, parents voiced genuine concern about their kids’ access
to content they deem objectionable. As a major cable, Internet and phone provider, Cox saw a need and opportunity to
proactively help parents manage use of these services in their homes. To frame the issue, we conducted national
research with 1,400 parents who subscribe to cable and/or Internet. Major findings: 1) Parents are very concerned about
what kids see on TV and the Internet; a third are more concerned than before the Super Bowl. 2) They acknowledge it’s
their responsibility to manage their kids’ access to mass media, but say they don’t do a good job due to lack of time and
knowledge. 3) Many don’t utilize parental controls and filtering tools already available. 4) They want help. In fact, seven of
10 requested a guide to help identify good content, block objectionable content, and learn to use the control tools they
already have. A few months later, in early 2005, we conducted additional research about Internet safety and found equally
compelling results -- mainly that parents don’t fully use monitoring tools they already have and are generally unaware of
what their kids are doing and seeing online. (See “Research” tab for full findings of both studies.)

PLANNING:
Findings from the first study validated initial assumptions and formed the framework for our campaign. We named it
“TAKE CHARGE! Smart Choices for Your Cox Digital Home,” connoting a call to action and personal parental
responsibility (per the research). It’s directly aimed at customers, provides tools to help them and their children make
smart choices, and focuses on blocking inappropriate content and locating family-friendly programs and sites.

OBJECTIVES: 1) Empower Cox customers to better manage their families’ use of TV and the Internet. 2) Enlist influential
third parties to amplify our key messages. 3) Enhance Cox’s image as a strong community supporter. 4) Defuse
indecency-related rhetoric and avoid unfavorable legislative or regulatory action.

AUDIENCES: Cox customers, Cox communities, national consumers, lawmakers, regulators.

BUDGET: $600,000.

EXECUTION: The program was launched in two initial phases, in August and October 2004. Since then, we’ve introduced
new initiatives to keep the program fresh, relevant and responsive to ongoing developments in the indecency debate, and
will continue to refresh it in the months to come. Major tactics include:

    •   National Spokesperson, John Walsh -- We researched numerous possible spokespersons and ultimately pursued
        this host of America’s Most Wanted. Walsh is highly regarded as a crusader for children and families, so his
        mission is well-aligned with Take Charge! After signing on as spokesperson, he shot five PSAs, conducted media
        interviews, headlined a satellite media tour, authored an op-ed and hosted a national Cox program about Internet
        safety.
    •   www.cox.com/TakeCharge - This is the central repository for helpful tools, including TV, Internet and phone safety
        tips... template for a “family contract” setting rules for proper media usage; detailed diagrams on programming
        cable TV parental control features; a primer on instant-messaging lingo frequently used by teens -- e.g., P911
        (“My parents are coming”) and NP (“Nosy parents”); tips on protecting personal info online; and numerous links to
        other helpful resources (including an exclusive Toon Disney microsite devoted to Internet safety).
    •   National Partnership with NetSmartz - Created by the National Center for Missing and Exploited Children
        (NCMEC) and Boys & Girls Clubs of America, NetSmartz has extensive Internet safety resources. We linked to
        their excellent web site, collaborated on parent’s workshops, and jointly commissioned Internet safety research.
    •   Satellite Media Tour - To promote the findings of the Cox/NetSmartz research on Internet safety, John Walsh
        headlined an SMT on May 25, 2005. The three-hour tour was fully subscribed, with Walsh being interviewed by
        more than 30 TV and radio stations and reaching an audience of nearly 800,000.
 2005 AWARD-WINNING ENTRY
    •   Parents’ Guide - On the web site, you can download a copy of a parents’ guide that provides numerous tips and
        resources, and also request a printed copy of the guide. The guide is also at Cox payment centers and
        community events and is available in English and Spanish (Toma El Control!).
    •   TV and Print PSAs - We produced five educational spots starring Walsh, as well as print ads in English and
        Spanish. (PSAs can be viewed at www.cox.com/takecharge/video_choice.asp). A new PSA series is in the works.
    •   National Town Hall Meetings - We aired a national town hall on Cox Cable in November 2004. Created with WAM!
        network, it featured experts like a national PTA board member. Parents and kids made up the audience. They
        discussed the influence of media, the impact of recent TV scandals, and solutions to help families Take Charge!
        In May 2005, we produced another town hall airing nationwide on Cox Cable. It was hosted by John Walsh and
        featured law enforcement guests, teen testimonials and an expert from NCMEC. The show also included a
        segment teaching parents how to activate Cox High Speed Internet’s free software to monitor their children’s
        online activity.
    •   Coalition-Building Toolkit - Cox operations are partnering with notables in their local markets to promote Take
        Charge! To help recruit partners and educate communities, we created a toolkit (see “Execution” tab).
    •   Cox Family Fun Night - In June 2005, we partnered with Nickelodeon network to air three hours of family
        programming (including the movie “Jimmy Neutron”) commercial-free on local Cox Cable channels. It was
        accompanied by conversation starters to promote family discussion about TV and Internet content.

EVALUATION
Objective #1: Empower customers to manage their families’ use of TV and the Internet –
   • We have distributed 115,000 printed parents’ guides with clear, easy-to-use tips. Our materials include no fewer
        than 100 practical tips and links to additional resources and tools. The web site has been heavily visited,
        averaging 27,000 unique visitors per month in 2005. Traffic has grown steadily since the site launched last year.
        The parents’ guide has been downloaded more than 10,600 times. Also, traffic to NetSmartz’s web site increased
        more than 30 percent as a result of Take Charge!
   • The two town hall meetings were available to an estimated 4 million homes. Qualitatively, the feedback from
        participants and viewers was very favorable. The May 2005 show, hosted by John Walsh, ran multiple times
        during the summer, helping increase monthly traffic to the Take Charge! web site by 270 percent.
   • The five TV spots have run approximately 410,000 times to a potential audience of 6.3 million customers,
        representing equivalent ad value of $7.7 million.
   • In the month following the Internet safety show and satellite media tour, we saw an 18 percent increase in the
        activation of Internet filtering tools among Cox High Speed Internet customers. Although we don’t have a way to
        measure exact numbers of cable TV parental control features being activated, we have a great deal of anecdotal
        feedback from customers saying Take Charge! has motivated them to begin using parental controls.
Objective #2: Enlist influential third parties to amplify Take Charge! messages
   • John Walsh is a great partner. He said he is forever being pursued to promote numerous products, but Take
        Charge! is the first program of this type he’s endorsed, because he strongly supports its mission of empowering
        parents and protecting children. His enthusiasm has come across clearly in media interviews and in the SMT.
   • Originally, we had budgeted to produce one PSA. However, through Walsh’s generosity and donation of his
        production facilities, we filmed a five-PSA series, which drove heavy traffic to the Take Charge! site.
   • We have recruited several local notables to promote the program, including U.S. Rep. Bob Goodlatte in Roanoke,
        Va., and Sheriff Mike Carona in Orange County, Calif.
Objective #3: Enhance Cox’s image as a strong community supporter
   • Take Charge! has generated significant, positive coverage in national, local and trade publications, including The
        New York Times, Washington Post, The Orange County Register, Hollywood Reporter, Multichannel News, San
        Diego Family Magazine, The Arizona Republic, as well as broadcast news coverage in several markets.
   • The SMT with 30 TV and radio stations reached an estimated viewing audience of more than 1 million people and
        helped increase traffic to the Take Charge! site 527% in the three days immediately following the tour.
   • Cox and Take Charge! received Multichannel News’ 2004 Innovator Award for Community Relations, as well as
        two additional industry awards citing the success of Take Charge!
 2005 AWARD-WINNING ENTRY
Objective #4: Defuse indecency-related rhetoric; avoid unfavorable legislative or regulatory action
   • No unfavorable legislative or regulatory action has occurred to this point. However, special interest groups
        continue to push for a la carte, even though the FCC issued a report deeming it infeasible. Still, with Take Charge!
        we have a proactive answer that helps defuse their criticism. We make tools available and are educating
        consumers on how to use them. We’ll continue to aggressively employ Take Charge! to make that case, including
        distributing the materials to lawmakers and regulators.
   • In a letter, FCC Commissioner Kathleen Abernathy commended Cox and WAM! for sponsoring the Take Charge!
        town hall meeting and for “...helping to foster a dialogue between parents and children about the appropriate use
        of media in the home.”
 2005 AWARD-WINNING ENTRY
Events or Observances (seven or fewer days)
Business-Products
Brand Resources Group for Toyo Tire North America
“Partners in Performance" Facility Groundbreaking

SITUATION:
In recent years Toyo Tire & Rubber Co. Ltd., the world’s tenth largest manufacturer of passenger vehicle and light truck
tires, faced the growing pains of meeting an increased demand for its high performance tires. In order to meet rapidly
growing demand in a global marketplace, Toyo established Toyo Tires North America (TNA) in 2004 as its first wholly-
owned North American manufacturing facility. This strategic move was made to give Toyo a North American presence
that would streamline operations, reduce costs and drive sales by strengthening its all-important relationships with U.S.
independent tire dealers. These goals would ultimately be achieved through the construction and operation of TNA’s new,
state-of-the-art manufacturing and warehouse facility in the Bartow County town of White, Georgia. With the official
groundbreaking of the new plant’s construction phase set for October 2004, TNA faced mounting resistance from local
interest groups and citizens opposed to a manufacturing plant in their region. Similar to other “Not in My Backyard”
movements, citizens escalated their concerns by voicing them in public forums and through the media. Among these
concerns was a perception of lower-paying industrial jobs weakening the economy, and the view of a non-U.S. company
unwilling to invest long-term in the region. Knowing the impact that local opposition could have on Toyo’s recruiting and
employment, brand reputation, and sales, the company chose to dispel the misperceptions about its future plant and
business plans, and conduct outreach in order to gain support. To do this, TNA engaged Brand Resources Group (BRG)
in late July 2004 as its communications partner, providing the agency with its first project -- lead the TNA facility’s October
19th Groundbreaking Event for its new facility into a forum that would re-position the company as a long-term economic
and community partner and gain the support it needed from Bartow County groups and citizens. The event would also
need to serve as a platform for reinforcing TNA’s value as a partner to independent tire dealers, further strengthening the
Toyo brand and driving sales. The challenge: with less than ten weeks before event day, a strategic plan would need to
be crafted quickly to maximize the groundbreaking event.

OBJECTIVES:
Leverage the TNA Facility Groundbreaking Event (set for October 19, 2004) to:
   • Shift tone of local media coverage among top local outlets from majority negative to majority positive by October
       and secure positive coverage for the TNA groundbreaking event from local media in October.
   • Engage, educate and build relationships with top influencers in Bartow County community (organizations and
       individuals), measured by their attendance at and participation in the groundbreaking event.
   • Secure positive coverage of the TNA groundbreaking in top three trade publications in October, including key
       messages for dealers about the groundbreaking and its positive impact for their business.
   • Engage, educate and deepen relationships with top independent tire dealer customers from across NA, measured
       by their attendance and participation in the groundbreaking event.

RESEARCH:
An immediate multi-pronged research effort was conducted which included the following steps:
    • Assess Facility Impact: BRG pinpointed facts about the TNA facility’s positive impact on the local community and
      the NA independent tire dealer. An economic impact study demonstrated the positive impact the facility would
      have locally. A quick-read construction schedule helped brief audiences on site status and next steps. Internal
      interviews with TNA identified bragging points for site’s positive impact for all audiences. Industry research helped
      understand how to best communicate TNA site’s positive impact on business for tire dealers.
    • Conduct Media Audit: Top local community media were researched to identify the primary concerns/issues driving
      opposition to TNA’s new plant. Daily monitoring of the most influential local media outlets began, with daily and bi-
      weekly summaries to track tone and content of coverage. A formal local media audit was conducted in August
      2004 to track the mix of positive and negative stories, revealing that in August 88% of media coverage related to
      TNA was negative. The three top trade publications most important to independent tire dealers in the U.S. were
      identified and researched to form the best communications plan to earn coverage.
    • Identify Influencers: BRG and TNA worked to together to identify the top influencers among the four target
      audience groups, including in-depth research of Bartow County, including economic drivers, political influencers,
      key civic issues and overall citizenry, along with the assembly of a VIP customer list for TNA.
    • Identify Community Issues: BRG researched the most strategic community involvement and contributions most
      relevant for TNA in the local community to help position TNA as a community partner.
 2005 AWARD-WINNING ENTRY
PLANNING:
Target Audiences: 1.) Local Media Influencers 2.) Community and Government Influencers 3.) Trade Media Influencers 4.)
Toyo Customer & Dealer Influencers. ***Listing of individual influencer targets included in binder.

STRATEGIC APPROACH:
Leverage the groundbreaking event as a turning point for repositioning the company by dispelling misconceptions and
delivering Toyo’s key messages. Adopt an event theme of Partner in Performance to help communicate the Toyo Tires
corporate tradition of cooperation and alliance within each community, region and business in which Toyo has a presence.
Position this practice of partnership as resonating through all Toyo relationships. The Partner in Performance theme
would be used as a consistent communications platform within all event materials and communications, helping to
communicate the benefits and advantages of TNA to all audiences.

EXECUTION:
A series of communications activities were designed to deliver the Partner in Performance theme:
    • Partner in Performance Message Platform helped bring the message to life, including:
             o Vision, Mission and Values statement crafted for TNA facility to form foundation for messaging
             o Bringing the Future Together brochure told total TNA story, with facts on facility benefits
    • Media Relations Plan detailed how the groundbreaking could help deliver the Partner in Performance message,
        with a pre-event pro-active media relations program designed to engage media outlets and inform them in
        advance about TNA facility benefits (helping to educated them on facts about site to improve coverage slant).
    • Community Relations Plan addressed both short-term and long-term involvement for TNA, identifying education
        and environment as two primary areas of strategic community activity, with a plan to incorporate a donation to
        Bartow County Schools SAT program as a high-visibility example of community partnership.
    • Influencer Invitation Plan simultaneously invited influencers to the groundbreaking event while engaging them in
        messages about TNA’s commitment to partnership. Each influencer group received a custom invite.
    • Groundbreaking Event Plan detailed a series of messaging opportunities before, during and after the
        groundbreaking -- designed to maximize face-to-face time with key audiences:
             o Day One: Arrival of Customers to Atlanta from Around U.S. for Groundbreaking -- VIP Hotel Check-In,
                Prep Package with Nametag and Custom Room Drops; Welcome Reception and Dinner to entertain and
                educate guests on TNA facility pre-groundbreaking, delivering customer-centric partnership messages.
             o Day Two: Groundbreaking Event Day for All Audiences -- Groundbreaking event staged on facility site in
                two parts -- ceremony & celebration -- in partnership with community vendors who provided almost all
                event materials; Ceremony created opportunity for official groundbreaking, community donation, remarks
                from TNA and local VIPs, specialty VIP seating to officially start site construction; Celebration then led all
                guests to a luncheon for relationship building opportunity, where community contributions to TNA success
                recognized by TNA executives.
             o Day Three: Departure of Customers and VIP Special Deliveries, featuring TNA Partners in Performance-
                branded hardhats and shovels custom-delivered to event VIPs

EVALUATION:

Goal #1: Shift tone of local media coverage among top local outlets from majority negative to majority positive by October
and secure positive coverage for the TNA groundbreaking event from local media in October.

Result #1: Pro-active media education, outreach and relationship building assisted in shifting local media coverage slant
from an average of 88 percent negative in August 2004 to an average of 90 percent positive by October groundbreaking.
Twelve feature placements on TNA were generated in October alone, with a majority positioning the facility opening as
positive for the economy and the local community.

Goal #2: Engage, educate and build relationships with top influencers in Bartow County community (organizations and
individuals), measured by their attendance at and participation in the groundbreaking event.

Result #2: TNA directly connected face-to-face with more than 1,500 local contacts and influencers from five key sectors,
building critical one-to-one relationships from state representatives to local officials to area business leaders to citizens
and residents. TNA commitment to the community was demonstrated through long-term $10,000 gift in education funds,
to local after-school tutoring programs as part of its long-term community relations program.
 2005 AWARD-WINNING ENTRY
Goal #3: Secure positive coverage of the TNA groundbreaking in top three trade publications in October, including key
messages for dealers about the groundbreaking and its positive impact for their business.

Result #3: Earned feature placements in top three tire dealer trades in month of October.

Goal #4: Engage, educate and deepen relationships with top independent tire dealer customers from across NA,
measured by their attendance and participation in the groundbreaking event.

Result #4: TNA directly connected face-to-face with 34 of its top dealers (with 100% of identified/invited dealers attending),
building relationships with each of them over a three-day period of rolling events, each with customized messaging and
opportunities for networking.
 2005 AWARD-WINNING ENTRY
Events or Observances – seven or fewer days
Business-Services
Cingular Wireless with GCI Group
Managing "Closing Day" Communications for the Largest All-Cash Transaction in Business History


SITUATION
On October 26, 2004, Cingular Wireless received approval for its $41 billion acquisition of AT&T Wireless -- the largest all-
cash transaction in business history. In that single day, the public relations team conducted outreach to the media placing
and returning more than185 calls and securing 35 interviews for Cingular executives. Efforts resulted in 227 print and 808
broadcast placements, and helped achieve the department’s goal of managing coverage so that 85 percent conveyed an
overall neutral to positive tone. Proper planning was critical to this success. By law, Cingular was in a holding pattern and
could not promote or publicize the merger until it received regulatory approval from both the Department of Justice and
the Federal Communications Commission. These two approvals came 24 hours apart, creating a window of time for
media to speculate on the deal and divestitures while Cingular had to remain silent. Also, during this timeframe the
Consumers Union issued a widely circulated statement denouncing the merger. By designing a “closing day”
communications plan to address a myriad of federal regulatory approval scenarios, Cingular was able to leverage national
media relations and regional communications to position the merger in a favorable light and achieve its planning objective.

RESEARCH
The media relations team conducted a massive audit of key media outlets, analysts firms and consumer organizations,
identifying the top 50 opinion leaders (internally dubbed “Nifty Fifty”) who Cingular would aggressively target with key
messaging upon receiving regulatory approvals. PR continually monitored the Nifty Fifty throughout the planning period to
understand their disposition toward the deal. All research, planning and messaging development was designed to achieve
a set of common, consistent objectives:
    o Effectively manage media throughout deal closing process, achieving an 85 percent neutral/positive coverage of
         the acquisition in Cingular’s top 50 media targets
    o Create and execute a clear and credible media relations program that emphasized positive benefits/value of the
         merger to key stakeholders, including the media and current and future customers
    o Support Cingular’s overall business objectives of driving subscriber growth, reducing customer churn and making
         solid progress in stakeholder support of integration initiatives

PLANNING
During the eight months leading up to the regulatory approvals, the Cingular communications team developed an
organized and logical plan to prepare for “closing day.” The team conducted significant pre-merger planning in an attempt
to anticipate the dozen or more potential government approval scenarios. Messaging was also developed to clearly
communicate the benefits and enhancements consumers could expect as a result of the merger. All outreach following
the official closing communicated these messages, as well as the efficiencies of the new company. Messages included:

Primary message
    o The combination of Cingular and AT&T Wireless creates America’s largest wireless provider that will bring better
        coverage, more innovative products and enhanced customer care.
Supporting messages
    o The new Cingular will have the size, scope and scale that will benefit consumers with improved coverage,
        competitive calling plans, a larger variety of handsets and enhanced customer care.
    o The new Cingular will offer customers the ability to make unlimited mobile-to-mobile calls to any Cingular or AT&T
        Wireless customer in the nation, offering customers of the merged company unsurpassed levels of mobile
        communication.

In addition, Cingular PR created a comprehensive communications toolkit for use by the entire Cingular communications
team. The kit included multiple press releases developed to accommodate various DOJ and FCC outcomes; multiple
Q&As for DOJ FCC approvals; customer facing and divesture inquiries; a “The Big Deal” fact sheet for external analysts; a
revised and updated Cingular company fact sheet; a one-page visual document that outlined key Cingular and AWE
milestones between 1947 and present day; a closing day audio conference call script for CEO Stan Sigman; and a
generic b-roll video package with an accompanying media advisory. Cingular’s PR team was provided a one million dollar
budget to be used throughout the course of the eight months to effectively plan and execute external communications.
This budget resource, however, was allocated for ALL external communications - both business and consumer media
outreach - not just this “closing day” event.
 2005 AWARD-WINNING ENTRY
EXECUTION
On October 26, at 10:45 a.m., Cingular received final approvals for its acquisition of AWE. The following pre-planned
efforts began immediately:
    • Issued a national press release “Cingular Completes Merger With AT&T Wireless; Creates Nation's Largest
         Carrier
    • Conducted proactive outreach to the “Nifty Fifty” media list, and responded to more than 185 media inquiries
    • Secured more than 35 interviews for dedicated Cingular spokespeople CEO Stan Sigman, COO Ralph de la Vega
         and CFO Pete Ritcher
    • Released a multimedia news room (MNR) to give external audiences access to the release, new company
         overview, CEO and COO biographies, a timeline graphic of key milestones in the two companies’ histories and
         sound bites from the chief operating officer via the web - all materials were available in both English and Spanish
    • Hosted an audio conference call with more than 350 media and analysts to discuss plans for integration in broad
         terms, and to lay out customer benefits and value; upon completion, PR made the audio conference available via
         a toll free number and on the MNR
    • Issued a b-roll video package highlighting the benefits of the merger -- released the b-roll twice in both English
         and Spanish translations
    • Conducted a satellite media tour with the COO Ralph de la Vega and key broadcast outlets including CNNfn,
         CNBC, MSNBC, Bloomberg TV, Fox News and AP Radio

EVALUATION OF SUCCESS
During pre-merger planning when Cingular could not communicate externally about the pending acquisition, media
coverage was mostly neutral to negative due to a statement issued by the Consumers Union denouncing the deal. When
Cingular received approvals and closed the deal on October 26 and implemented its highly proactive media campaign,
tone of the coverage shifted toward a significantly more favorable light.
    • The single day led to an event that within 26 hours had generated more than 227 print and 808 broadcast
         placements, including 35 executive interviews with key media influencers.
    • Day of merger efforts achieved more than 85 percent neutral/positive coverage of deal closing in the top Nifty Fifty
         media pursued, including The New York Times, Washington Post, The Wall Street Journal, Seattle Times, The
         Atlanta Journal Constitution, BusinessWeek, CNBC, FOX and Reuters.
    • One month after closing the deal, media coverage continued to be more than 85 percent neutral/positive. Most
         impressive, external communications helped drive the company’s overall business objectives in its first quarter of
         combined operations. According to the fourth quarter results, the new Cingular delivered a net increase in
         subscribers of nearly 1.8 million on a pro forma basis (incorporates results from AWE for first 25 days of October,
         includes net additions from other acquired properties and excludes results from markets that Cingular has agreed
         to divest). This increase was more than double Cingular's pro forma net subscriber additions in both the preceding
         quarter (808,000) and the year-ago fourth quarter (736,000). It was Cingular's highest net-add quarter ever, when
         historical results of Cingular and AWE are combined.
 2005 AWARD-WINNING ENTRY
Events or Observances (Seven or fewer days)
Government
GolinHarris
The Race to Defeat Cancer: The 2005 Dodge Tour de Georgia Live Healthy Georgia Expo

RESEARCH
The race to defeat cancer in Georgia is critical. According to the American Cancer Society, cancer is now the leading
cause of death in the U.S. and in Georgia. In 2005, an estimated 36,000 Georgians will be diagnosed with cancer, and
approximately 16,000 Georgians will die from the disease. For the past two years, the Dodge Tour de Georgia has biked
its way through cities across the state raising awareness about cancer prevention and raising funds for the Georgia
Cancer Coalition. The Tour is a world-class, professional cycling stage race and series of city festivals across Georgia.

The Georgia Department of Human Resources (DHR) Division of Public Health sponsored each city’s festival, known in
the past as the Healthy Georgia Expo. DHR exhibited at the Expo, which provided cancer prevention brochures and other
health information with little interaction between the health educators and spectators. Findings from previous Expos
showed that spectators wanted more visuals and interactive activities at the booths rather than just health information. In
the fall and winter 2004, DHR conducted 15 demographically and geographically diverse focus groups throughout Georgia
to discover consumer’s opinions about a chronic disease prevention campaign and to explore campaign slogans and
messages. Participants felt that while healthy messages are important, incorporating a “spiritual” or “balanced lifestyle”
component was needed as well. A telephone survey of 1,000 Georgia residents ages 18-64 also was conducted to assess
current knowledge, attitudes, opinions and awareness of chronic diseases. Survey respondents cited eating healthy (80
percent), exercising (77 percent) and not using tobacco (18 percent) as integral components of a healthy lifestyle.
However, one in four Georgians are obese, according to the Centers for Disease Control (CDC). In addition, only 11
percent of survey respondents said that undergoing routine screenings improve overall health and well-being and just one
percent of survey respondents said having a positive attitude contributes to better health. From this research the Live
Healthy Georgia campaign was born.

The campaign aims to raise awareness of chronic diseases and provide Georgians with ideas about ways to live healthier
and highlights five key messages: Be Active, Get Checked, Be Smoke Free, Eat Healthy and Be Positive. In partnership
with Gov. Sonny Perdue and the Georgia Cancer Coalition, DHR launched the campaign in March 2005. The 2005 Tour
took place on April 19-24, and GolinHarris and DHR wanted to create the Live Healthy Georgia Expo and exhibits that
focus on the campaign’s key messages and how they relate to cancer prevention. GolinHarris worked with local
organizing committees, the Georgia Department of Economic Development, Georgia Cancer Coalition and DHR for
several months to develop the right element for the exhibits. The Expos were held in Augusta, Macon, Rome, Dahlonega,
Brasstown Bald and Alpharetta.

PLANNING
Goals:
   • Educate Georgians about cancer and ways to prevent it
   • Empower citizens with the appropriate resources to make healthy lifestyle changes
Objectives:
   • To increase the number of spectators at the DHR Live Healthy Georgia exhibit
   • To raise awareness of cancer prevention and DHR’s cancer-related initiatives as part of the Live Healthy Georgia
        campaign
   • Solicit sponsors of the Expo for in-kind donations

KEY AUDIENCES:
   • All Georgians
   • Georgia media
   • State businesses and organizations
 2005 AWARD-WINNING ENTRY
STRATEGIES:
   • Partner with the Georgia Cancer Coalition to keep consistent cancer prevention and Live Healthy Georgia
     messaging
   • Develop a family-friendly, interactive booth for spectators to have fun while learning ways to live healthier
   • Work closely with local organizing committees to develop creative and innovative ways to design expos, garner
     media exposure for each city’s activities and events, and keep consistent cancer prevention and Live Healthy
     Georgia messaging
   • Garner media exposure to promote DHR’s efforts
   • Contact state companies and organizations for in-kind donations who focus on healthy lifestyles and have a
     strong youth audience

BUDGET: $100,000 for all six cities


EXECUTION
   • “Live Healthy Georgia Hunt” - An interactive game where spectators completed a form filled with questions
     pertaining to healthy lifestyles. Questions included listing the Georgia Tobacco Quit Line number and the number
     of recommended daily servings of fruits and vegetables. Hunt forms were distributed through the DHR School
     Nurse Program, Emory University and finish city local organizing committees. Each participant got a prize and
     youth were entered into a drawing to win a brand new bike.
   • Live Healthy Georgia Booth - The booth at each city included brochures, fact sheets, and Live Healthy Georgia
     messages. Messages were posted on brightly colored hand signs and posted around the booth. A prize wheel
     was included for spectators to spin for a prize and to create excitement for the booth. Sponsors donated all prizes,
     including Live Healthy Georgia T-shirts and the grand prize bikes.
   • Banner Signing - Partnering with the Georgia Cancer Coalition, banners were posted for spectators to sign in
     loving memory of a loved one who died from cancer and for cancer survivors. Each city had their own in loving
     memory and survivor sign that would be unveiled at the Tour closing ceremonies in Alpharetta.
   • DHR/Georgia Cancer Coalition Banner Unveiling Event - DHR Commissioner B.J. Walker and Georgia Cancer
     Coalition President Bill Todd unveiled the signed banners to spectators and spoke about the importance of cancer
     prevention and treatment. Children cancer survivors from CureSearch, a nationwide nonprofit organization
     committed to finding a cure for childhood cancer, were on-hand to show their support and share their amazing
     stories with spectators.
   • Evaluation Survey - Surveys were administered to Georgia residents at each finish city to assess awareness of
     the Live Healthy Georgia Expo, understanding of health messages and recommendations for future Expos.
   • Media Materials - A media kit was created to encourage media to learn more about the Live Healthy Georgia
     Expo. The media kit also included fact sheets on DHR’s Live Healthy Georgia campaign and the Georgia Cancer
     Coalition. It was sent out to media across the state.
   • Hunt Bike Winner Releases - A media release was created for each winner of the Live Healthy Georgia Hunt bike
     drawing. One winner was picked from each finish city and Augusta. Releases went out the media in the local
     areas.
   • Scene Magazine editorial - A two-page editorial spread was created for Scene Magazine, the Tour’s official print
     publication. It included information about cancer prevention, the Georgia Cancer Coalition and the Live Healthy
     Georgia campaign. The magazine was distributed to 25,000 Georgia residents and Tour spectators.

EVALUATION
Objective: To increase the number of spectators at the DHR Live Healthy Georgia exhibit.
Results:
   • More than 68,000 visited the Live Healthy Georgia Expo, a 30 percent increase from the 2004 Tour. Spectators
        were lined up 2-3 lines deep wanting to visit the booth, more than any other booth at each Expo.
   • Survey results showed that 97 percent enjoyed their time at the Expo and will return next year with a friend or
        spouse.
 2005 AWARD-WINNING ENTRY
Objective: To raise awareness of cancer prevention and DHR’s cancer-related initiatives as part of the Live Healthy
Georgia campaign.
Results:
   • 1,500 “Live Healthy Georgia Hunt” forms were completed by spectators
   • DHR/Georgia Cancer Coalition media coverage made eight million media impressions and more than $725,000 in
        ad equivalencies. DHR/GCC media coverage was approximately 15 percent of all the Tour coverage; a difficult
        task since most coverage primarily focused on Lance Armstrong.

Objective: Solicit sponsors of the Expo for in-kind donations
Results:
   • More than $30,000 was donated from organizations such as The Coca-Cola Company, Piedmont Hospital,
        Cartoon Network, Children’s Healthcare of Atlanta, National Peanut Board, Georgia Power and Chick-Fil-A.
 2005 AWARD-WINNING ENTRY
Events or Observances (seven or fewer days)
Associations/Nonprofit Organizations
Philips Electronics Corporation with Manning, Selvage & Lee
Philips Electronics 2005 Sundance Film Festival

RESEARCH
Philips Electronics is widely recognized in Europe; however it is still a relatively unknown brand in the United States and
Canada. With this in mind, Philips made the decision in 2004 to build its brand through a multi-dimensional, multi-million
dollar public relations and promotional campaign under the umbrella name “One Philips,” which represents Philips’ desire
to be viewed as one company, one brand by consumers. MS&L, which has represented several Philips product divisions,
was engaged to develop a three-year North American branding campaign which kicked off in 2004.

Extensive research showed that consumers had little understanding of the breadth of Philips and its profile as a
healthcare, technology and lifestyle company, associating it mainly with FlatTVs and light bulbs, rather than medical
devices, domestic appliances and personal care products. Furthermore, Philips concluded that it would take nearly $100
million in advertising spending -- far more than its marketing budgets could support -- to achieve awareness levels
consistent with its goals.

To measure the success of these campaigns as well as other One Philips initiatives, MS&L introduced i to i tracker as the
solution to provide a benchmarking analysis and regular tracking against campaign goals. The 2004 initial benchmarking
study confirmed only a 31% familiarity (total awareness) of Philips among the target audience. Through guidance from
Philips on product purchasing and the research we established the “One Philips” target consumer: men and women ages
35 to 55, educated, with a household income of $70,000+. i to i tracker conducted a benchmark survey including of a
nationally representative sample of the target market. The Benchmark survey was followed by interviews conducted
throughout 2004 and Q1 of 2005, using the same methodology as for the Benchmark Study.

The “One Philips Celebrity Influencers” campaign was derived to create awareness and preference for the brand among
target by showcasing celebrity homes as a model for the latest trends in home design. Celebrity Influencers addresses
America’s obsession with celebrities as a barometer for what is hip and “in style.” By aligning the brand with hand-
selected stars, Philips would receive a significant halo effect not possible or affordable through advertising. The team
complimented the i to i tracker research with market research on key celebrity events. The Sundance Film Festival stood
out from the other events for several reasons including direct access to celebrities, strong media presence and a natural
synergy with Philips due to the breakthrough creativity and innovation showcased during the Festival. Celebrity
Influencers kicked off at the Sundance Film Festival 2004. Sundance resonated well with the target audience with aided
awareness of Celebrity Influencers PR still boosted by Sundance 2004 as late as December 2004. With the success of
2004, Philips returned to the festival for 2005.

PLANNING
Sundance 2005 was developed to elaborate on the successes and key learnings from 2004. Through i to i tracker results,
there was a high awareness of Philips’ connection to Sundance, however, there was low product and key message recall.
In 2005, the team worked to create an environment that would increase consumers’ recall of both product and messaging.
The target audience included key entertainment influencers such as celebrities, publicists and media.

Celebrity Influencers’ overall target audiences are males and females 35-55 year-old with a 70K or higher annual
household income. The objectives for the program were: secure more than 300,000 media impressions in major
broadcast interviews and national print coverage; reinforce Philips’ leadership in technology and innovation to the target
audience; create buzz for Philips within entertainment and celebrity/influencer community; increase celebrity database to
more than 800 contacts and secure one celebrity for upcoming home tours. The strategy for the campaign was to
leverage Sundance’s focus on creativity and innovation to create a platform to highlight Philips’ complete product offerings
and utilize the lifestyles of top celebrities, athletes and musicians to highlight their daily interaction with Philips technology.

BUDGET
The overall budget for the Sundance portion of the campaign including fees and expenses was $550,000.
 2005 AWARD-WINNING ENTRY
EXECUTION
The team worked with celebrity designer Stephen Saint-Onge from Philips’ Designing at Home program to design “The
Lounge” and integrate simplicity of design and technology. Philips products such as the Ambilight FlatTV, Mirror TV,
WACS Sound System, MC235 Micro Hi-fi stereo, Senseo Coffeemaker, Sonicare IntelliClean, Norelco Men’s and
Women’s shavers and Philips Natural Light Bulbs were featured in “The Lounge” in a natural environment. More than
1,000 celebrities, influencers and media visited to sample products during the day and attend events at night. As
Hollywood and the film community descended on Park City, Utah in January 2005 Philips and MS&L created the comforts
of Hollywood in a single landmark space on Main Street in Park City for the second consecutive year. The “Philips
Welcome Lounge” was created on Main Street to serve as the official welcome center for Village At The Lift (VAL) and
display Philips’ latest product innovations, providing an opportunity for celebrities, media and key entertainment
influencers to engage in a number of the company’s hottest and newest technologies.

Celebrities including Adrien Brody, Michael Keaton, Danny Glover, Marisa Tomei, and Lisa Kudrow stopped by and had a
“hands on” experience of Philips’ products. The New York Times, Los Angeles Times, Brandweek, Reuters, Variety, CNN
and US Weekly were among the media who toured “The Lounge” and held interviews in the green room.” Entertainment
Tonight” and “The Best Damn Sport Show” both taped segments in “The Lounge” for features on their shows.

Special events and movie premieres at Sundance were hosted by Philips throughout the week long festivities including:
“Upside of Anger,” “Chumscrubber” and Variety Magazine’s “10 Directors To Watch” Party. The team produced a Video
News Release (VNR) of “The Philips Lounge” and celebrity interaction at the Film Festival and distributed the week of the
Festival in Park City to garner additional media coverage. Philips set itself apart from other locations by serving a variety
of the festival attendees needs including a private retreat for celebrities to relax and conduct interviews, green room for
media and the opportunity to get a sneak peek at Philips latest technologies. The Philips team worked closely with VAL
sponsors including Fred Segal, Heineken and Yahoo! Café including integration of Philips products such as lighting,
FlatTVs and Norelco into all of the sponsor venues.

EVALUATION
The program was evaluated through several metrics including i to i tracker, media impressions and relationship
development with key celebrities, influencers and media. The 2005 i to i tracker results once again showed a strong recall
of Philips participation in Sundance. 97 percent of the coverage mentioned Philips and the balance of coverage was
positive. In addition, 42 percent of consumers related Philips participation in Sundance with Philips key message of “easy
to experience.” One in ten target adults were aware of Philips celebrity influencer pr and the awareness was mostly
driven by Sundance 2004 and 2005.

The media relations results of the campaign totaled more than 380 million impressions in national broadcast, consumer
outlets, and alternative media outlets, exceeded our goal 300 million impressions. Photos and features of celebrities
interacting with Philips brand were seeded with key entertainment and lifestyle media. Mainstream media highlights
include: The New York Times, Reuters, The Hollywood Reporter, Salt Lake Tribune, Best Damn Sports Show, Brandweek,
Extra!, and USA Today.com. Leading entertainment media outlets such US Weekly, Variety Magazine, and E! Online
covered specific Philips products, such as the Natural Light Bulb and Noreclo Shaver. Developed key relationships with
top tier entertainment publications such as: The Los Angeles Times, Brandweek and E! Online.

Developed relationships with more than 180 celebrities, publicists, directors, etc. Seeded products with A-list celebrities
including Pierce Brosnan, Billy Baldwin, Danny Glover, Shannon Dougherty, Michael Keaton, Lisa Kudrow, Jeremy Piven
and Sidney Poitier. The VNR distributed featured celebrity, media, influencer and Philips executive interviews and
garnered more than 6,000,000 impressions on key outlets such as Fox Net, KTVX Salt Lake and WFOR Miami. Also, for
the first time, Philips unveiled future technologies from its research division that illustrate how technology can be
advanced and simple to use at the same time - a concept that is at the heart of where the Philips brand is going. The
technologies included: Near Field Communications demonstrations, allows consumers to transfer content via cell phones.
Intuitive Connected Home, showcases the connected home in 3- 5 years through intuitive interactions across devices and
integrated technologies. Glowing Places, creates social interactions in public spaces using interactive lighting, embedded
in public seating, to respond to people’s presence and behavior launched during Sundance.
 2005 AWARD-WINNING ENTRY
The Festival secured celebrity partners such as Adrien Brody for upcoming Home Tours. Key relationships were also
garnered with celebrities including: Joan Allen, Kevin Costner, Keri Russell, Tom Arnold, Elijah Wood, Rita Wilson, Brooke
Burns, Jane Krakowski and James Woods. Celebrities continue to contact Philips to order additional Philips’ products for
their homes and discuss their upcoming projects. Overall, the entertainment community embraced Philips technologies as
the leading edge. The innovations they adopt early on eventually become the standard in people’s homes and elsewhere.
Celebrities who attended the festival have since purchased Philips’ products for their home.
 2005 AWARD-WINNING ENTRY

Events or Observances (more than seven days)
Business-Services
The Ritz-Carlton Hotels of Atlanta with Global Ink
20th Anniversary of The Ritz-Carlton Hotels of Atlanta

RESEARCH
In reviewing the 20-year history of The Ritz-Carlton hotels in Atlanta, (the modern-day birthplace of the new Ritz-Carlton
brand), it became apparent that the hotels’ histories were intricately tied to the growth and maturation of the city of Atlanta.
The Ritz-Carlton Hotels hosted many of the influential leaders from the civic, business, non-profit and social communities
during the past two decades. Management concluded it was only appropriate to dedicate the 20th Anniversary celebration
of the hotels to the city and citizens of Atlanta. Research followed that was designed to discover milestones and
anecdotes dating from the opening of the two Ritz-Carlton hotels in 1984 Stories were solicited and collected from 1)
guests by notices on the hotel web sites and in the quarterly newsletter; 2) current and previous employees by notification
in hotel-wide meetings and by email to sister hotels; 3) resources and suppliers from the hotels inceptions, such as
finding a retired photographer through an internet search Research confirmed our positioning of the celebration as a
method to recognize the hotels contributions to the community by defining important memories of guests and employees;
and uncovering old photos and histories of the hotels which were used in press placements

PLANNING
Wrote a mission statement for the program: to create a memorable, exciting, first-class, profitable celebration that will
enhance the brand; drive revenue and demand; enable guests to rediscover our hotels and recognize our hotels'
contributions to the community; and seal both guest and employee loyalty for the future.

Plan: Create special events and community celebrations to thank the community for its loyalty; increase restaurant
business and generate weekend business from September 27 to November 14, 2004; secure media coverage for same.

Public relations objectives: 1) create awareness of the impact of our hotels on Atlanta’s quality of life over the past 20
years; 2) re-energize employee enthusiasm for and commitment to our hotels; and 3) thank the city of Atlanta and the
community for embracing the hotels for the past 20 years

Measurement: achieve $250,000 in advertising equivalency for press placements across key market segments including
business, social/lifestyle and leisure audiences

Target audiences: 1) business, social and leisure (weekenders) in Atlanta; 2) leisure from regional drive markets
Strategies: 1) frame the anniversary messages from the point of view of guest experiences; 2) craft specific messages for
each external target audience, (business, social and leisure) to extend the reach of the campaign; 3) partner with local
media for special events; 4) use Ritz-Carlton experts to demonstrate the hotels expertise in areas such as Afternoon
Tea and etiquette; 5) recognize employee accomplishments and milestones

BUDGET: $55,000

EXECUTION
Contracted Global Ink, a public relations resource, to assist with pitching and delivery of the plan to work directly with
Sandra Ryder, area director of public relations
   • A ribbon-cutting event and newsletter announcement to database of hotel guests signaled the start of the
       celebration, followed by broadcast and print coverage of events throughout a two-month period
   • Conducted “Rededication ceremony” and ribbon cutting by The Honorable Shirley Franklin, mayor of the City of
       Atlanta
   • Created a calendar of special events to reach key target audiences: 1) 20 Years of Giving invitation-only Sunday
       Brunch for the social community; 2) leadership seminar promoted to the business community in partnership with
       Atlanta Business Chronicle; 3) Afternoon Tea with Tea Sommelier from The Ritz-Carlton, Phoenix; 4) Children’s
       Etiquette Class with etiquette expert from The Ritz-Carlton, Naples; 5) 20th Anniversary weekend room package
   • Gathered stories from guests and employees to create human interest stories
 2005 AWARD-WINNING ENTRY
    •   Collected statistics from catering, food and beverage, sales and concierge to create fun facts press releases
        tailored to target audiences
    •   Wrapped the 20th Anniversary into all employee events for 2004 and developed employee recognition program to
        honor 20-year employees

EVALUATION
Achieved press placements exceeding $1 million in advertising equivalencies, reaching over 68 million an excellent ROI
for an expenditure of $55,000 Sample of results: 1) Sweet Memories weekend package produced 99 room nights with
more than $23,000 in room revenue; 2) sell out of Afternoon Teas at both hotels and sell-out of children’s etiquette class
at The Ritz-Carlton, Buckhead; sell-out of business leadership seminar at The Ritz-Carlton, Atlanta Received “Phoenix
Award” from City of Atlanta, honoring companies that have contributed to the quality of life in the city

Sample of media placements across business, social/lifestyle and leisure categories:
          • interview with Simon Cooper, president, The Ritz-Carlton Hotel Company, on Georgia Public Television’s
              Business Report;
          • feature story in Georgia Trend;
          • 16-page special section in Atlanta Homes & Lifestyles;
          • Tea expert showcased on Southern Living Presents produced by Turner Original Productions;
          • local television coverage of ribbon cutting at The Ritz-Carlton, Atlanta and 20th anniversary events and
              weekend package at The Ritz-Carlton, Buckhead
          • Employee morale enhanced; distributed media clips with employee interviews to all
 2005 AWARD-WINNING ENTRY
Events or Observances (more than seven days)
Associations/Nonprofit Organizations
The Reynolds Group, Inc. for The Atlanta Botanical Garden
Chihuly in the Garden


SITUATION ANALYSIS
The Atlanta Botanical Garden (ABG) is well known regionally and nationally for its spectacular plant collections, world-
renown Fuqua Orchid Center and fantastic Conservatory. While ABG has enjoyed a loyal following among its members
for many years, primary research conducted in 2003 (by ABG) among Atlantans and regional audiences in drive markets
outside of Atlanta showed that ABG was not top of mind as a recreational destination. To accomplish its goal of doubling
annual 2003 visitation, ABG realized it must bring an exhibition that would instill a sense of urgency among its target
audiences to visit ABG. In addition, ABG wanted to expand its audience demographic beyond gardening enthusiasts to
include art enthusiasts, museum attendees, urban dwellers, summer travelers, schools and tour operators. As a result,
ABG pursued and successfully secured a relationship with internationally renowned glass artist Dale Chihuly to design
and install a unique collection of his glass sculptures throughout the many gardens and in the Conservatory.

Initially, ABG negotiated to have the Chihuly in the Garden: A Whole New Species of Art exhibition to run from May
through October 2004. Due to the popularity of the exhibition, however, ABG was able to extend the display through
December 2004. The Atlanta Botanical Garden challenged The Reynolds Group, Inc. (TRG) to drive local, regional and
national awareness of the Chihuly exhibition through an aggressive media relations campaign prior to and during the
exhibition. TRG responded by devising a comprehensive tactical plan including multiple angles to pitch print and
broadcast media in Atlanta and throughout the Southeast, as well as key national media outlets. The execution of this
plan allowed the Garden to surpass each of its objectives for the exhibition.

Research:TRG utilized both primary and secondary research when devising the exhibition’s public relations plan. In
addition to leveraging the primary research that led ABG to produce the Chihuly in the Garden exhibition, other research
was conducted by visiting a current Chihuly exhibition at a botanical garden in Ohio and meeting with that exhibition’s
management and public relations teams. Key findings that were taken into consideration when planning pitch angles
included the following:

    •   Women tend to be household decision makers for recreational activities
    •   Art enthusiasts and museum attendees are likely to have knowledge of Chihuly
    •   Atlantans are more spur of the moment visitors, while out-of-town visitors are the biggest planners.
    •   Generally, the decision making process is a week out from the visit
    •   ABG visitors cited emotional benefits such as feeling uplifted/more optimistic
    •   ABG offers something for the whole family
    •   Events will help drive attendance

PLANNING
The following objectives for the public relations campaign were decided upon to support ABG’s ultimate goal of increasing
attendance by 100% (to 300,000 visitors) in 2004: 1. Create local, regional and national awareness by obtaining 20 million
media impressions during the exhibition. 2. Generate an increase in awareness by summer travelers considering Atlanta
as a travel destination. 3. Convert 5% of attendees to members during the exhibition. 4. Increase gift shop sales as
compared to 2003.

After analyzing the research, TRG focused on three specific audiences: 1. Atlanta-drive markets, such as Augusta,
Chattanooga, Nashville, Birmingham, Orlando, Charlotte and Greeneville. 2. Local metro Atlantans aged 29-44 as well as
local art enthusiasts, urban dwellers, gardeners, museum attendees, schools and tour operators. 3. National summer
travelers considering Atlanta as a destination.
 2005 AWARD-WINNING ENTRY
Following the selection of these audiences, TRG put together a list of strategies for the campaign:
    • Work closely with Chihuly’s publicist to manage the artist’s schedule for media interviews
    • Work closely with ABG staff to ensure proper scheduling and positioning for staff interviews, onsite media tours,
        and photography/filming
    • Engage regional media outlets to cover the exhibition by offering advance information for calendar sections and a
        pre-packaged b-roll segment to television stations
    • Forge partnerships with Atlanta Convention & Visitors Bureau (ACVB) to develop travel packages with regional
        tour operators and Atlanta hotels
    • Promote ongoing ABG events throughout the exhibition
    • Carefully manage the possible extension plan to promote exhibition through the end of the year without
        cannibalizing October attendees who might choose to delay their visit
    • Choose cost-effective outlets for contacting the media, staying within ABG’s limited budget

EXECUTION
Initial discussion with media representatives revealed TRG’s first obstacle: educating the media. As with most art
exhibitions, simply describing the beauty of a Chihuly glass piece could never do the exhibition justice, especially since
most local media had little initial knowledge about Chihuly himself. To solve this problem, TRG enlisted Atlanta Mayor
Shirley Franklin to host a media only preview of the exhibition a few days before it was open to the public. After
experiencing the magnificence of the exhibition, the 60 media attendees were excited to share what that had seen with
their various audiences.

Other TRG tactics executed include:
   • Created and sent press kits (including press releases, information on ABG and Dale Chihuly, images, fun facts,
       and story ideas) to local, regional and national lifestyle, art, garden and travel publications and freelance writers.
       Only select media received physical press kits due to the limited budget. For a creative alternative to printing out
       each page of the kit, TRG designed an electronic press kit that was burned on a CD containing high-resolution
       photographs of the exhibition.
   • Created and maintained an online media portal and utilized various e-mail campaigns through the ABG website,
       to provide quick information to the media at a low cost.
   • Created a byline article for publication in the Atlanta Convention and Visitors Bureau magazine and other small,
       regional publications.
   • Pitched many editors for not only placements but cover stories of the exhibition.
   • Secured involvement of the top local television station to create a 30-minute documentary of the Chihuly
       installation, broadcasted twice in the Atlanta market and re-run on network affiliates in Orlando and Charlotte.
       Permission was also given for footage to be used as an ABG visitor’s video and an in-flight video for Delta Air
       Lines’ Atlanta routes.
   • Created and distributed various announcements and releases regarding the exhibition’s installation, educational
       programs, special events and Chihuly memorabilia being sold through the gift shop.
   • Designed, executed and promoted Chihuly Confections, an event featuring Atlanta pastry chefs’ confectionary
       creations inspired by Chihuly art forms and sponsored by Atlanta Magazine. The event, held in August, gave a
       fresh perspective and re-boosted media interest in the exhibition.
   • Promoted travel packages specific to the Four Seasons Hotel, the ACVB’s VIP hotel partner, and the Wyndham
       Hotel as the ACVB’s primary hotel partner.
   • Worked with Atlanta radio personalities to promote a series of evening events called Chihuly Nights, which gave
       daytime visitors a reason to return and sparked attendance from a younger audience.
   • Promoted Chihuly memorabilia sold in the gift shop through various Buyer’s Guides sections. Once the exhibition
       was extended, TRG reinforced the gift shop as the perfect stop for holiday shoppers.
 2005 AWARD-WINNING ENTRY
EVALUATION
Over-all Goal: Exceeded, with 340,000 visitors, a 115% increase in attendance. Average visitor ticket price was $12 per
person, generating approximately $4 million for ABG. Objective 1: Exceeded, with a total of 91,481,417 media
impressions through December 2004. Objective 2: Met, through national, regional and local media coverage and the 30-
minute documentary. Objective 3: Exceeded, with a 58% increase in membership as compared to 2003. Objective 4: Met,
as the Garden’s gift shop experienced a 215% increase in sales.

Despite worries of the summer heat killing attendance, visitors flocked to the exhibition in larger and larger numbers as
each month passed. The media portal supported over 100 unique visitors, and the ACVB hotel partnership was also a
huge success, with 535 rooms booked with the Chihuly package at the Four Seasons Hotel - a 40% increase over the
same time period in 2003. The ACVB stated "the 'Chihuly experience', based on the Garden's expected attendance, will
conservatively generate nearly a $40 million impact to the bottom line."
 2005 AWARD-WINNING ENTRY

Public Service
Associations/Nonprofit Organizations
Brand Resources Group for the Home Safety Council
The Great Safety Adventure

BACKGROUND:
The Home Safety Council (HSC) is a nonprofit organization dedicated to helping prevent the nearly 21 million medical
visits and 20,000 deaths that occur on average each year from unintentional injuries in the home. Since 1998, the Home
Safety Council has established the Great Safety Adventure (GSA) program, a 1,000 square-foot traveling home safety
exhibit, sponsored by home improvement retailer Lowe’s, that holds events at schools and public venues throughout the
U.S. to educate children, families and teachers on how to identify potential hazards within the home. The exhibit teaches
behaviors that help ensure safer homes by focusing on the five most common home safety hazards: (1) fire and burns, (2)
poisonings (3) slips and falls (4) suffocation (5) drowning. With the GSA entering its sixth year (2004) visiting primarily the
same markets (designated by sponsor) with no new features to tout and no increase in budget, HSC was challenged with
demonstrating the exhibit was still a relevant and valuable public service resource that had not reached its potential
impact and exposure. In addition, as the primary funding sponsor began to look toward 2005 planning, it was critical for
HSC to re-ignite sponsor interest by proving the program still had value. HSC set out to prove the viability of the program
with a plan to reach a much broader public audience beyond the physical exhibit with GSA branded injury prevention
messages, as well as to increase media exposure in local markets.

To help achieve its goals, HSC enlisted communications firm, Brand Resources Group, for its expertise in public
awareness campaigns and consumer media relations. HSC also utilized education curriculum company, Weekly Reader,
to develop a program to help extend the GSA messages to a larger target audience of children, parents and teachers.

COMMUNICATIONS OBJECTIVES:
  • Extend the public service messages directly to key audiences (students, teachers, families) beyond the markets in
     which the physical exhibit would be visiting
  • Increase the number of media placements by 50 percent from previous year
  • Increase broadcast visibility by 50 percent
  • Deliver sponsor visibility in at least 75 percent of media placements
  • Demonstrate strong home safety messages within at least 80 percent of media coverage

RESEARCH:
HSC analyzed its newly-launched body of research on home injuries, The State of Home Safety in America," to uncover
potential triggers that would interest media in the issue of home safety and tie in specifically to the GSA. Uncovered within
the study were rankings of each state in accordance to the number of deaths due to unintentional home injuries, along
with break outs of death rates among each home safety hazard. These included fires/burns, poisonings, falls, suffocation,
drowning -- the same five hazards which are the focus of the GSA. An untapped opportunity existed to use these statistics
to drive media interest. The State of Home Safety in America report also provided new child-injury information, which
would serve as a the nucleus for Weekly Reader program and turn-key Weekly Reader materials to be distributed to
classrooms throughout the country.
 2005 AWARD-WINNING ENTRY
PLANNING:
Target Audiences: Elementary school children, parents and teachers across America through public visits to the exhibit
and print, broadcast and Internet outlets in local markets where the GSA travels.

Strategic Approach for Media: Deepen & reinvent media relations content by using the new research statistics to localize
the tour, drive renewed attention to the issues and underscore the importance of the interactive/educational aspects of the
GSA program through the following strategies:
     • Identify tour markets within high risk states and communicate the importance of the issue as it relates to that
          market (e.g. if slips and falls are a state’s top risk, slips and falls leads in the market outreach).
     • Leverage the HSC state-by-state rankings to offer new, relevant local media angles and to generate interest from
          a broader range of media contacts within targeted local print, broadcast and online outlets.
     • Capture interest of local morning shows and TV assignment desks by creating a visual package for the media.
          The intent of this package is to emphasize the new research findings and convey the seriousness of the issue by
          incorporating spokespeople, visuals capturing the interactive nature of the GSA, and children learning through
          participation in educational exhibit activities.
     • Identify and target Hispanic media outlets that would have the greatest reach and impact on communities and
          develop bilingual materials for Spanish-only audiences
     • Train all GSA media spokespeople to incorporate new safety statistics from the recently released report and any
          statistics relevant to the local market to strengthen talking points. Also, train spokespeople how to identify
          opportunities to include a mention of the primary sponsor.

Strategic Approach for Classrooms: To extend the program to a larger audience HSC worked with Weekly Reader to
develop the Safety Rangers Spot Dangers program that utilized HSC child injury prevention research and the same Great
Safety Adventure messages. Program content for Safety Rangers Spot Dangers featured HSC’s Great Safety Adventure
mascot, Rover the Home Safety Hound, and his special message for young children when they encounter a home safety
hazard: Code Red Rover, Grown Up Come Over! Through fun, hands-on activities, children learn to recognize common
household dangers and understand when to call for a grown up’s help. Knowing that schools have limited funding for
supplemental curriculum materials, the goal was to extend the successful GSA program and distribute the materials free
of charge to classroom teachers who would use them to help students learn lifesaving lessons.

EXECUTION:
Media Specific - (1) Pre-Event: Build comprehensive market-specific media lists, outlining all target contacts and
customize media materials to include local injury statistics. Distribute media materials and conduct aggressive pitch calls
to all target media, pushing TV show bookings to deliver the visual story of GSA. (2) Event Days: Pitch for coverage of
GSA visits, providing stats upfront, then details of location dates & specifics. Identify current affairs in markets that tie to
HSC’s research or GSA content. (3) Post-Event: Route event photos & b-roll to target media as an opportunity to revisit
the story. Classroom Specific - Drawing on the curriculum development expertise of Weekly Reader editors and
designers, HSC and its partners created a comprehensive suite of resources for each K-3 audience. These program
materials were then distributed to every elementary school in the U.S. (per Weekly Reader).
2005 AWARD-WINNING ENTRY
RESULTS:
Goal #1: Extend the public service messages directly to key audiences beyond the markets in which the physical exhibit
would be visiting

Result #1: Safety Rangers Spot Dangers program was delivered to 100 percent of the elementary schools in the U.S.
(per Weekly Reader). The program reached more than 20 million people, including 479,000 teachers, 10,028,000
students and 10,028,000 parents (this assumes only one parent/guardian per child). Nearly 6.4 million students reported
making specific changes in safety behavior at home (63.5% of student participants). More than 7.6 million parents
completed a home safety checklist with their children. More than 74% of the educators felt that students were made
significantly more aware of home safety practices and unintentional injury prevention.

Goal #2: Increase the number of GSA media placements by 50 percent in the first six months.

Result #2: More than 460 grassroots broadcast & print feature placements were generated in tour target markets from
Jan.-July 2004, increasing coverage by 180 percent vs. same timeframe in 03.

Goal #3: Increase broadcast visibility by 50 percent from previous year.

Result #3: Television placements more than doubled from the previous year with a feature morning show placement in
every market visited.

Goal #4: Deliver GSA sponsor visibility in at least 75 percent of media placements.

Result #4: Sponsor was mentioned in 97 percent of all coverage.

Goal #5: Highlight top hazard areas in the home within at least 80 percent of media coverage.

Result #5: One hundred percent of all coverage highlighted top risk areas. In addition, the significant increase in media
results reinvigorated the primary sponsor’s interest in the overall value of the program and the HSC secured funding to
keep GSA touring for its seventh consecutive year.
 2005 AWARD-WINNING ENTRY

Public Affairs
Business
Cingular Wireless with Ketchum
Securing the U.S. Government’s Blessing for the Marriage of Cingular and AT&T Wireless

SITUATION ANALYSIS
The American public has warmly embraced the new marriage of Cingular Wireless and AT&T Wireless. But when
Cingular first got down on its knee to pop the question, back in February, 2004, there were a number of skeptics who
disputed the marriage proposal. Influential groups such as the Consumers Union -- the nation’s largest consumer
advocacy group -- strongly and actively opposed the deal, calling it anti-competitive. The fate of the union was in the
hands of the U.S. Department of Justice (DOJ) and the Federal Communications Commission (FCC). Cingular CEO Stan
Sigman charged his Communications team with ensuring the blessing of these regulatory organizations. Working closely
with Ketchum, the team conducted an aggressive, disciplined, 9-month campaign to secure public support -- and
ultimately FCC/DOJ approval -- for what would be the largest cash transaction in the history of U.S. business

RESEARCH
Cingular conducted research with internal regulatory experts and reviewed the arguments of opposing parties to
determine what criteria FCC and DOJ would likely use in evaluating the deal. Based on this research, Cingular anticipated
that the agencies would consider two key questions: First, was the deal in the public interest. Second, would the deal help
create/maintain a competitive business environment The team developed key campaign messages that weighed-in
positively and persuasively against these critical measures. A media audit conducted by the Cellular Telephone Industry
Association (CTIA) in 2003 revealed that news coverage of the wireless industry as a whole was overwhelmingly
negative. In this unfavorable environment, we knew we d have to work overtime to secure positive coverage of the
proposed deal. Ketchum conducted intensive research to develop a database of experts and institutions whose opinions
would influence DOJ and FCC evaluations of the deal. The “guest list” included national/local market/beltway media,
academics, think tanks, industry analysts, elected officials, law enforcement agencies, labor groups, disability groups, and
small/rural wireless carriers.

PLANNING OBJECTIVES
Obtain DOJ and FCC approval for the deal

AUDIENCE
DOJ and FCC Commissioners, via the experts and institutions that influence them

STRATEGIES
Develop and disseminate compelling messages in support of the deal; Enlist influencer advocates to help deliver
messages in support of the deal; Monitor and quickly respond to attacks against the deal

BUDGET
$700,000 in fee and $20,000 in expenses covered 9 months of activity (does not include the ad space in the Wall Street
Journal)
 2005 AWARD-WINNING ENTRY

EXECUTION

   •   Develop and disseminate compelling messages in support of the proposed deal -- A multi-disciplinary team
       including public relations, external affairs, federal/regulatory affairs, and legal developed salient messages to
       prove the merit of the proposed marriage based on consumer benefits and competitiveness. Anticipated
       consumer benefits as outlined in our messages include a new level of service and products, stronger call quality
       from the combined networks, increased data services, and more product/service choices for customers. The
       messages debuted via a full-page ad in the Wall Street Journal (not your average engagement
       announcement!),and were repurposed along with the competition messages during the relentless 9-month
       campaign. Our “Inside the Beltway” media mavens worked the phones to place positive articles in publications
       such as Telecommunications Report and Communications News. Our position was shared with national outlets
       including The New York Times, USA Today, Associated Press, plus key wireless and telecom trades. Resulting
       news coverage and other endorsements were showcased on www.NewCingular.com, our online community for
       those interested in learning more about the marriage. A glowing story in the Dallas Morning News reported
       industry experts said the merger has the potential to benefit the industry, because it would give Cingular the heft
       and resources to focus on faster data services and improving coverage
   •   Enlist influencer advocates to help deliver our messages in support of the proposed deal -- We divided the list of
       influencers into 3 categories advocates, neutrals, and opponents. We approached advocates to obtain quotes/
       letters of endorsement. Endorsement letters were shared with the FCC and the DOJ, plus we merchandised them
       with the public via our web site and press relations. We briefed neutrals on the benefits of the proposed merger
       and persuaded them to become advocates. We monitored opponents and responded immediately to their attacks
       against the deal (see below). The team secured more than 70 positive endorsements for the deal from influential
       institutions and individuals. Interesting advocate choices included disability groups such as American Council for
       the Blind and Self Help for Hard of Hearing People, which touted Cingular’s commitment to disability-friendly
       products and services; law enforcement and safety groups such as National Emergency Number Association and
       ComCARE Alliance, which touted the benefits of combining the Cingular and AT&T networks for enhanced
       emergency calling; and small wireless service providers, which praised Cingular’s commitment to rural
       connectivity and touted the deal as a benefit to rural customers. Other key endorsers included the American Farm
       Bureau Federation, key state legislators, and the Communication Workers of America.
   •   Monitor and quickly respond to attacks against the proposed deal -- By 9AM EST each weekday, our Rapid
       Response Team had monitored, analyzed and reported all media activity -- flagging attack articles and proposing
       specific responses. The larger, multi-disciplinary team reviewed the Rapid Response Report daily (via email and
       conference call) and planned the next 24 hours. Speed and integration were keys to the success of the campaign.
       Letters to the editor were drafted and placed in the San Francisco Chronicle, among other publications, in direct
       response to unfavorable editorials and opinion pieces. Several of our influencers drafted and placed contributed
       articles in response to negative news stories.

EVALUATION

On November 25, 2004, the DOJ announced approval for the deal; the FCC granted deal approval the following day. With
wedding bells ringing, the two companies became one. Once the ceremony was out of the way, the celebrations began in
earnest. The happy couple has wasted no time in growing the family within two months, the New Cingular has grown to
more than 49 million customers strong, making it the largest wireless network in America.
 2005 AWARD-WINNING ENTRY

Marketing Consumer Products
Technology
Cingular Wireless with GCI Group
Cingular Introduces First-Ever Star Wars Content for Wireless

Between March and May 2005, Cingular Wireless led a strategic media relations campaign designed to publicize its
exclusive Star Wars Episode III: Revenge of the Sith promotion. Through a partnership with Lucasfilm Ltd., Cingular was
the nation’s first wireless carrier to provide customers with Star Wars wireless content based on the complete Star Wars
saga (all six films), which included 300 graphics, 60 animated screensavers, 150 ring tones and 20 video clips. In addition
to the wireless content suite, Cingular also was the exclusive provider of two limited edition Sony Ericsson handsets -- the
S710 and the Z500a -- each of which came with free, preloaded Star Wars content.

The PR launch on March 14 kicked off a Jabba-sized frenzy of media coverage that continued all the way through to the
premiere of Star Wars: Episode III Revenge of the Sith on May 19. From the front-pages of leading business publications
like Investor’s Business Daily, to hundreds of regional and national broadcast placements such as CNN and FOX News to
galaxies far, far away, Cingular leveraged its Star Wars ring tone and data content promotion to further communicate its
leadership in the convergence of wireless and entertainment.

RESEARCH
To assist in the PR planning efforts, Cingular PR gathered research to gain more information on Star Wars fan base and
overall Star Wars franchise: The Star Wars saga is the most successful film series ever with over 80 million Star Wars
fans in the U.S. Success of the first five episodes totaled $3.4 billion worldwide box office sales. Since inception in 1977,
Star Wars has yielded $8 billion in consumer sales worldwide with millions of dedicated fans that include teens and adults.
Star Wars content is ubiquitous and attracts a broad audience. Consumer makeup includes core fans (40 percent) and 60
percent converted fans. The primary Star Wars audience is age 18-49 with a slight male skew and secondary audience is
age 13-24 with slight male skew. Identified a Star Wars Celebration III convention planned for late April. More than
30,000 fans and “stormtroopers” were expected to attend and participate.

PLANNING
To sustain awareness throughout the duration of the promotion, PR coordinated a four-phased media relations plan timed
around key industry and promotion milestones, designed to use media relations to reach active Star Wars fans:
    o Device and program launch at CTIA Wireless 2005 tradeshow in New Orleans on March 14-16, coinciding with
        the film industry’s launch of the much anticipated movie trailer for Star Wars Episode III: Revenge of the Sith
    o Cingular/Star Wars advertising launch on April 11
    o Star Wars Celebration III convention in Indianapolis on April 21 – 24
    o Movie release of Star Wars: Episode III Revenge of the Sith on May 19.

With the four-phase plan in place, PR established a set of communication objectives. They included
    o Communicate and demonstrate the data usage trend among wireless users and Cingular’s vast offerings
    o Use the exclusive handset and data content to create marketplace distinction and leadership for Cingular as an
        innovative leader in wireless data and entertainment
    o Create awareness of the handsets and data content among key audiences to impact sales opportunities

With a budget of approximately $250,000 PR set out to generate mass media coverage and help make Star Wars the
most successful wireless entertainment content download to date.

Execution Phase One Promotion Launch:
PR timed the S710 handset announcement and Star Wars content launch in conjunction with the release of the first Star
Wars movie trailer on March 11, 2005, and the CTIA 2005 Wireless tradeshow March 14-6. By launching at CTIA,
Cingular was able to reach a captive media audience, and leveraged the presence of top Cingular executives who could
comment on the news at a media/analyst event.
    o Developed a national press release, a b-roll package, and an online multimedia press room that housed high-
        resolution images and sample ring tones for media to demo.
    o Conducted a tiered media approach for pre-briefing top national and consumer media about the Star Wars
        announcement, as well as select wireless and entertainment trades, in advance of the announcement.
 2005 AWARD-WINNING ENTRY
    o   Created specialty “singing” press kits that played the Star Wars theme upon opening, as well as Cingular-branded
        Star Wars toy light sabers ; distributed these items in a creative mailer to more than 200 targeted consumer
        media contacts.
    o   During CTIA, Cingular sponsored a media and analyst luncheon attended by nearly 80 media and analysts,
        including Associated Press, Reuters, The Washington Post and Financial Times, that showcased the Star Wars
        promotion and Cingular’s leadership in consumer data services; distributed the press kits and toy light sabers to
        luncheon attendees.
    o   Distributed a b-roll video package via satellite to all major broadcast outlets across the country, resulting in more
        than 630 placements including 150 top network affiliates.

Phase Two Advertisement Launch
By April, consumer anticipation was beginning to mount. The advertising launch represented a prime opportunity for
Cingular to begin communicating its promotional partnership for the upcoming film, both at a national and regional level,
while also raising visibility of the larger marketing success of the new Cingular.
    o Worked with BBDO Atlanta to get a behind-the-scenes look at the making of Cingular’s Star Wars television
         advertisements; secured this making-of segment on the popular TV entertainment program Inside Edition.
    o Developed storylines about the marketing efforts that have led to Cingular’s strong brand recognition, focusing
         specifically on Star Wars promotion as a leading proof point.

Phase Three Celebration
 III Celebration III attracted 30,000 Star Wars fans, all anxious to see the latest Star Wars offerings. PR targeted this
captive audience with the following communications initiatives:
      o Obtained a pre-registered attendee list, and sent the media promotional mailers which included the singing press
         kit, light sabers and a DVD illustrating the wireless content, to an additional 100 media outlets.
      o Issued a program update press release that showcased the vast wireless content suite and new program
         additions; revised and re-fed the b-roll package.
      o Worked with tradeshow conferencing group to ensure Cingular’s presence and messaging resonated throughout
         the four-day celebration.
      o Developed an e-mail message broadcast to attendees announcing Cingular’s show participation and exclusive
         wireless content.

Phase Four Episode III Movie Debut
In anticipation of the film’s opening day, PR conducted one final wave of media outreach during the days leading up to
the premiere.
    o PR issued a revised b-roll feed via satellite and a national media advisory to broadcast outlets and pitched that
         footage as support for the media’s opening day coverage.
    o Developed and issued a revised press release that included information about the program’s newest additions,
         such as the Star Wars M&Ms characters that were available to Cingular customers as downloadable graphics.
    o Contacted national business and consumer publications that had not already covered the promotion, and pitched
         Cingular’s fully integrated marketing approach to the promotion. Reissued an electronic PR toolkit with updated
         release to Cingular regional PR to pitch their local media the week of the movie premiere.

EVALUATION
During the three-month, four-phase promotion, media coverage totaled more than 700 broadcast placements and more
than 58 million print and broadcast impressions. Specifically:
    o PR efforts led to 14 national print articles including The New York Times, The Washington Post, The Wall Street
        Journal, Investor’s Business Daily and USA Today. " More than 90 regional, trade and online placements were
        secured, including The Atlanta Journal-Constitution, The Miami Herald, Newsday (NY), The Dallas Morning News,
        The Philadelphia Inquirer, RCR Wireless News, BusinessWeek.com, ABCNews.com and
        TheHollywoodReporter.com.
    o A b-roll video package and media outreach generated more than 700 broadcast placements with highlights
        including CNN American Morning, CNN Day Break, FOX and Friends, CNBC Power Lunch.
    o Drove more than 4,200 journalists to a specially designed online multimedia press room, where they could review
        press materials, sample the Star Wars wireless content, and watch streaming video trailers from the film. Cingular
        PR delivered on its program objectives by using media relations to create marketplace distinction in the wireless
        industry and driving awareness of the exclusive handset and data content offering. The Cingular Star Wars
        promotion established new reasons for wireless consumers to prefer Cingular and further communicated
        Cingular’s leadership in the convergence of wireless and entertainment.
 2005 AWARD-WINNING ENTRY
Marketing Consumer Products
Food & Beverage
Weber Shandwick Worldwide for BLIMPIE Re-Branding Campaign and Ciabatta Sandwich Launch
BLIMPIE Re-Branding Campaign and Ciabatta Sandwich Launch


OVERVIEW
Blimpie International enlisted the help of Weber Shandwick Atlanta to successfully launch its revitalized brand and new
panini-grilled ciabatta sandwiches on April 4 into the fast food sandwich segment --a segment already cluttered with big-
name competition with big-dollar budgets. Following an extensive media relations program, which focused on the updated
image and menu, Blimpie experienced a six percent sales increase from the first to second quarter of 2005.

RESEARCH
Situation: Blimpie International, a 41-year-old global franchisor of several branded quick-service concepts including
BLIMPIE, launched its new BLIMPIE brand in April 2005 including a refreshed logo, contemporary restaurant design, and
an updated menu featuring three new panini-grilled ciabatta bread sandwiches. The Weber Shandwick team requested
the primary research Blimpie International used for developing the new brand, including focus groups and in-store surveys.
Then, interviews were conducted with media and restaurant industry leaders to better understand their perception of
BLIMPIE restaurants. Media and restaurant industry leaders did not feel BLIMPIE had a voice in the industry due to lack
of proactive outreach and industry involvement.

Weber Shandwick also conducted secondary research by thoroughly analyzing BLIMPIE’s media coverage from the past
year and the content of that coverage. The coverage analysis indicated BLIMPIE’s media coverage in 2004 did not
contain consistent messaging and competitors consumed most of the editorial attention. In addition, a demographic study
gathered from Yankelovich Group data was analyzed to help determine the target audience. This research indicated,
among other information, that sandwich shop visitors who eat fast food at least twice a month are primarily Caucasian,
between the ages of 25 and 49, and have a high school or college diploma. Research on other quick service restaurant
(QSR) management teams confirmed that Blimpie International’s executives have a more diverse background with many
more years of foodservice experience than most competitors. CEO Jeff Endervelt was identified as a key spokesperson
along with CMO Mark Mears, who was spearheading most of the branding changes.

PLANNING
The team worked with BLIMPIE to establish the public relations objectives:
   o Contribute to client achieving goal of sales increase of 3 percent in Q2 2005.
   o Achieve a minimum of 10,000,000 impressions (exceeding 2004 numbers) through media coverage.
   o Obtain media coverage focused on the new BLIMPIE brand and ciabatta sandwiches, driving awareness and
       sales; with at least 60 percent of the newly generated editorial content focused on the new BLIMPIE brand and
       ciabatta sandwiches
   o Place positive articles in targeted consumer, business and foodservice publications focusing solely on BLIMPIE;
       with at least 30 percent of the media placements mention BLIMPIE in the headline
   o Develop positive relationships between Blimpie International CEO Jeff Endervelt and media/industry leaders;
       securing at least one industry speaking engagement.

Research indicated Blimpie International had fallen off of the industry radar and needed to proactively reach out to media
with news of the new brand and ciabatta sandwiches. Therefore, a key strategy for the brand launch was to reach out to
influential restaurant industry press with the news first. Another was leveraging Endervelt and his executive team to
secure media placements and further promote the new brand and ciabatta sandwiches. BLIMPIE restaurant locations also
were researched in order to identify key markets for public relations outreach. Print, broadcast and online media lists were
created focusing on three main target media: foodservice industry, business and general consumer to reach target
audiences: current/potential customers and industry leaders.

Overall campaign budget: $95,530 ($90,000 professional services, $5,530 out of pocket). This did not include expenses
for the physical press kit, which was executed utilizing an internal corporate budget.
 2005 AWARD-WINNING ENTRY
EXECUTION
The program execution focused on launching the brand in two phases: the initial brand launch followed by the introduction
of panini-grilled ciabatta sandwiches. BLIMPIE’s panini-grilled ciabatta bread supported the brand launch by giving
consumers a more upscale, fast-casual style sandwich at a fast food price. Media training was conducted for all Blimpie
International executives, including Jenn Townsend, assistant vice president of menu development. Key branding
messages were developed for the training, focusing on the new brand, ciabatta sandwiches and how each message fit
into each executive’s position within Blimpie International.

To further facilitate media relations, an online press kit was built with the following components: new branding release,
restaurant design fact sheet, ciabatta bread sandwiches release, bread fact sheet, Gardenburger partnership
announcement, menu and nutrition fact sheet, Blimpie International fact sheet, key executive bios, and image downloads
including images of the updated restaurant design and logo. The April 4 launch coincided with the Women’s Foodservice
Forum (WFF) Annual Convention, at which key media were in attendance. Personal face-to-face meetings were arranged
with the CEO and CMO with these editors and writers, launching the campaign within the industry. This helped to provide
coverage to leverage with business and consumer press as media relations progressed.

The Weber Shandwick team targeted reporters with news of the new brand and panini-grilled ciabatta sandwiches
through newswire distribution, phone, email and fax contact. Bread boards with the refreshed BLIMPIE logo, which
reinforced the upscale/gourmet image, were sent to nearly 200 media, along with a press kit including: cover letter, new
brand release, restaurant design fact sheet, ciabatta bread sandwiches release and Gardenburger partnership
announcement.

Follow-up calls secured reviews and interviews. An interview with Georgia Business Report on Georgia Public
Broadcasting was secured for CEO Jeff Endervelt in which he discussed the diverse background of Blimpie International
executives. QSR magazine did a four and a half minute Interactive editorial piece on its Web site focusing on the new
brand, panini-grilled ciabatta sandwiches and the reasons for the changes. The team also focused on increasing Blimpie
International’s involvement in the foodservice industry. Leaders at some of the industry’s most influential organizations
such as WFF and Multi-Unit Foodservice Operators were contacted to determine how Blimpie could participate.

EVALUATION
   o Blimpie International reported a six percent sales increase in the second quarter of 2005 (April June) -- double
     its goals of 3 percent
   o Traditional limited time offer (LTO) products are projected to be 10 percent of the overall sales mix; ciabatta
     sandwiches comprised 15 percent of the sales mix during the second quarter
   o The Weber Shandwick team recorded 29,595,991 media impressions (as of June 30, 2005) as a result of the
     media relations campaign, exceeding goal by nearly 300 percent
   o 80% of the media coverage mentions the new brand and/or ciabatta sandwiches, exceeding the 60 percent goal.
     The remaining 20% focuses on the BLIMPIE management team
   o BLIMPIE is mentioned in the headline of 71% of the media coverage, exceeding 30 percent goal
   o Jeff Endervelt was invited to be a speaker at the Multi-Unit Foodservice Operators conference, meeting goal of
     one speaking engagement
   o The following are headlines with positive tone quotes from trade, business and consumer media placements:
          o TRADE: Nation’s Restaurant News headline: Blimpie ramps up menu, design to recast concept as
              upscale deli
                       Quote: Management is initiating the changes at a number of levels in an effort to guide the 41-
                       year-old chain into a niche that officials characterize as upscale deli.
          o BUSINESS: Atlanta Business Chronicle headline: Blimpie craves gourmet diners
                       Quote: Coming to a Blimpie near you: New panini-style grilled sandwiches on ciabatta bread, a
                       refreshed logo and a trendy new decor.
          o CONSUMER: The Palm Beach Post headline: Lunch Guys: Ciabatta sandwiches at Blimpie
                       Quote: So many things about Blimpie astound me, not least of which is this new ciabatta lunch.
                       Think about it, Tom, Burger King, Applebee’s, Taco Bell and their brethren have all sent us on
                       euphoric highs and gut-wrenching lows. But Blimpie always delivers.
 2005 AWARD-WINNING ENTRY

Marketing Consumer Products
Packaged Goods
The Home Depot and Techtronic Industries with Imre Communications
Ryobi's AIRgrip "Levels The Competition"

OVERVIEW
Techtronic Industries Co. (TTI), manufactures consumer power tools under the Ryobi and RIDGID brand names and
outdoor power equipment under Ryobi, Homelite and Toro brand names - all sold at The Home Depot (THD). In late
summer 2004 TTI and The Home Depot had what they hoped would be one of their most appealing consumer products
ever - The Ryobi AIRgrip laser level, which sticks to the wall with a patented vacuum technology. AIRgrip eliminates the
need for pins or adhesives, which can mar or destroy delicately painted walls. The product represents the innovative
thinking and simple usefulness consumers have begun to associate with the Ryobi brand. After months of research and
product testing, THD was ready to introduce the new tool to consumers and Do-It-Yourselfers at a limited time during the
Holiday buying season. A media event hosted by Ryobi, THD and Imre Communications (IC) led the campaign launch
and was followed by an aggressive ground campaign, in which more than 150 product samples were sent to targeted
members of the news media and hardware opinion leaders, co-op advertising with The Home Depot and TTI sales
meetings to review product knowledge (PK). In a little less than four months of proactive communications from The Home
Depot and IC public relations teams, TTI had one of the hottest holiday gifts of 2004.

RESEARCH
Primary and secondary research was conducted to identify the market and its potential for this new tool. Specifically
    o After acquiring the AIRgrip technology from an inventor in California, TTI's product managers reviewed several
        possible uses for the vacuum technology. After extensive research and analysis, the laser/level was determined
        to be the best fit to introduce AIRgrip.
    o TTI and THD held three focus group meetings to learn what consumers thought of the product and what were its
        key selling features.
    o THD and IC's PR teams conducted research to identify non-traditional power tool media outlets that might find the
        new technology interesting, specifically focusing on business, men's and technology publications and broadcast
        programs.
    o THD and IC reviewed several current laser manufacturers to determine how they promoted their products and
        how AIRgrip measured up in the market.
    o IC reviewed holiday related satellite media tours that might be a good fit for AIRgrip, since the tool was such a
        visually appealing product. It was determined television would be a favorable medium to introduce the product to
        consumers.

PLANNING
The research was instrumental in designing the program's business and communications objectives. THD and TTI's
management teams approved a project budget of approximately $80,000 in agency fees and expenses to meet the
following measurable objectives:

Business Objectives
   o Sell more than xxx,000 units in the fourth quarter of 2004 (for competitive and proprietary reasons, actual sales
       figures and the number of units sold through to consumers cannot be disclosed).
   o Showcase Ryobi/TTI as an innovator, premier tool designer, manufacturer and marketer. Communications
       Objectives
   o Secure the attendance of 25 members of the news media for a fall tool launch event in Georgia.
   o Generate at least 50 million unpaid impressions in the shelter or do-it-yourself (DIY) media for AIRgrip in the 4th
       quarter of 2004.
   o Generate at least five placements in non-shelter and non-DIY publications (such as The Wall Street Journal,
       Business Week, Time Magazine, and Newsweek) for the product.
   o Coordinate at least 50 tool tests for news media in first four months of the launch.
 2005 AWARD-WINNING ENTRY
Charged with meeting these objectives, Imre Communications' account team and THD's public relations team shaped a
launch strategy and orchestrated an ongoing campaign. The primary audience consisted of do-it-yourselfers and gadget
lovers. Planning started in June 2004 by identifying key strategies, prioritizing tactics and assigning team members
responsibilities.

EXECUTION
To achieve the objectives in the short amount of time allotted, the campaign kicked off with a launch event for Ryobi's new
line up of power tools. The following launch tactics were executed:
     o Media launch was held at Chateau Elan, outside of Atlanta, to introduce AIRgrip and the other new tools from
         Ryobi.
     o When unveiled at the media event, the lights were turned off and scores of the AIRgrips were dramatically
         displayed on the walls, lighting up the room with the lasers.
     o The 47 media members in attendance witnessed a demo and walked away with a unit to test at their leisure.
     o THD's public relations team added the AIRgrip to its list of holiday must-have items and promoted the tool to the
         media.
     o IC developed an extensive media kit, which included: AIRgrip product sample, product CD with photos indicating
         how the laser/level worked, T-shirt and press release.
     o Following the media event, a personalized targeted mailer with aggressive follow up calls and e-mails was used to
         ensure we reached the key media. Extra-special attention was given to long-lead consumer magazines that hadn't
         closed their December issues.
     o THD used Ryobi co-op advertising to promote the product both in print and on television.
     o Television was also a major outlet for the new AIRgrip as the lead-time was much shorter and we were able to
         capitalize on holiday gift coverage.
     o IC arranged a brief New York City media tour to reach out to key publications unable to attend the August launch
         event.
     o TTI regional summer sales meetings included intensive review of AIRgrip product knowledge.
     o Since the AIRgrip was such a visually appealing product, IC recommended Ryobi take part in two co-op Satellite
         media tours during the holidays, which they did; one with The Home Depot and the other with Chicago Tribune's
         technology writer Alex Goldfayn - the AIRgrip stole the show on each SMT.
     o To showcase the success of the AIRgrip's national media coverage, a poster was designed and shipped to key
         personnel at the retail partner.

EVALUATION
The Home Depot, Techtronic Industries and Imre Communications created a huge stir in the laser segment of the power
tool market. As a result of the launch campaign, Ryobi significantly exceeded its objectives for the AIRgrip. Business
Evaluation
     o xxx,000 (proprietary data, actual sales numbers cannot be disclosed) AIRgrips were sold in the 4th Quarter - four
        times the goal of xxx,000 units (sales exceeded all expectations and inventory sold out at some Home Depot
        stores nationwide).
     o Innovation awards from national magazines (Business Week, Handy Magazine, etc.) have enhanced TTI's
        corporate and Ryobi's brand reputations. Communications Evaluation
     o 47 members of the news media attended the launch event in Georgia - goal was 25
     o Approximately 150 media placements for the AIRgrip accounted for more than 190 million impressions in the 4th
        quarter of 2004 - the goal was 50 million.
     o Major non-DIY or shelter publication placements included: Good Morning America, CBS Early Show, TIME, GQ,
        Men's Health, Fortune, Business Week, The Wall Street Journal and CNN.
     o Approximately 100 media members tested the AIRgrip in the 4th quarter of 2004 - the goal was 50. I love this,
        this is so cool, Robin Roberts, ABC, Good Morning America.
 2005 AWARD-WINNING ENTRY

Marketing Consumer Services
Travel and Tourism/Hospitality
InterContinental Hotels Group with GCI Group
Hotel Indigo Atlanta Opening Media Event

OVERVIEW
The newest member of the InterContinental Hotels Group family, Hotel Indigo fills a critical void in the lodging industry by
addressing aspiring consumers who are "trading up" to affordable luxury and service, but still seek value and style. As a
lifestyle hotel brand, Hotel Indigo follows a retail service model, addressing the desires of style conscious guests seeking
experience and quality over pure, mundane functionality when traveling. In November 2004, InterContinental Hotels
Group debuted the new brand by opening the doors to Hotel Indigo in Atlanta.

RESEARCH
Hotel Indigo received substantial media coverage surrounding the launch of the brand in April 2004 leading up to the
official opening of the Atlanta property. Following a detailed media audit of all Hotel Indigo coverage, the team uncovered
an opportunity to generate local grassroots buzz following the official opening of the first-ever Hotel Indigo property. The
secondary research conducted by the team provided concrete data to assist in clearly defining the audience for a media
event at Hotel Indigo on February 24, 2005. In addition, the media audit revealed trends and details regarding how the
media were reporting on lifestyle boutique hotels. Creating an event that appealed to the senses and provided an
experience as opposed to a standard media briefing, the PR team catered to the media’s hunger for a unique as well as
informative hotel experience. By exposing reporters to the visually compelling elements of the brand, its unique story,
aspects of its retail business model, and the interesting design hallmarks of the hotel, reporters were able to experience
the essence of Hotel Indigo for themselves.

OBJECTIVE
Designed to showcase the new brand and ultimately drive local media coverage and consumer and community
awareness, the main objective of the February media event was to provide local media a formal introduction to the hotel
and a glimpse into the design and decor foundation. Maintaining an intimate environment, the immediate goal of the event
was to secure attendance by at least 10 media and to ultimately establish relationships and foster interest for future
placements about Hotel Indigo. Taking a more experiential travel approach to the event, the team wanted to expose local
media to the inspiring and intriguing elements that bring the Hotel Indigo brand to life. Positioning the hotel as an
innovative and relevant offering to the Atlanta marketplace as the lodging industry’s first lifestyle brand, the event also
served to demonstrating the differences Hotel Indigo provides over the traditional hotel model.

TARGET AUDIENCE
Media outreach for Hotel Indigo event included travel and lifestyle reporters at local print (long-leads, dailies and weeklies)
and broadcast outlets.

CAMPAIGN EXECUTION
To embrace the tech savvy characteristic of the Hotel Indigo consumer, the IHG and GCI public relations team distributed
an electronic invitation to target media inviting them to explore and experience the first-ever Hotel Indigo. Capturing the
refreshing style and unique characteristics infused in the Hotel Indigo style, the e-vite set the stage for the tone and flow of
the event. The media event mirrored the brand pillars of Hotel Indigo and was segmented into three distinct phases:
storytelling, refresh and renewal and high peace
     o Storytelling reveals the heart and soul of the brand and nurtures ongoing relationships. Highlighting the
          importance of the Hotel Indigo guest-first service culture, the Inn-keepers (hotel staff) moved throughout the lobby
          area to greet reporters as they do arriving guests. Prior to the presentation, the media were provided an agenda
          as well as a complete press kit that included press releases, fact sheets, high-res. photography as well as a
          walking tour guide of the hotel. In order to learn the retail-inspired design and service concept behind the Hotel
          Indigo brand, Jim Anhut, senior vice president of brand development, shared the insight and vision that went into
          creating the intimate and refreshing environment of Hotel Indigo.
 2005 AWARD-WINNING ENTRY
    o   Refresh and renewal creates opportunities for continuous discovery. Following the introduction to the brand
        evolution, the Hotel Indigo’s architect and graphic designer explained the design and decor concept of Hotel
        Indigo. As a destination where art and science converge, the design of the hotel is based on the Golden Mean
        also known as the Divine Proportion or Phi. By escorting small groups through out the hotel, the general
        manager’s behind-the-scene tour allowed the media to see examples of the Golden Mean inspired design, such
        as the Hotel Indigo logo, nautilus-shaped front desk and lobby chair. Another key element of the program was
        also to demonstrate the refresh and renewal aspect of the hotel, which facilitates an environment of continual
        discovery for guests. Renewed design elements include changing artwork, signature murals and decorations to
        reflect the approaching season. For the February event, the winter holly murals in the entire hotel were replaced
        with images of spring flowers. While watching beginning of the seasonal transformation of the hotel, guests were
        invited to savor the delectable bites and cocktails from Hotel Indigo's Golden Bean Bistro before crossing the
        street for an evening at the theater.
    o   High peace balances the high pace of travel. After the show, the evening came to a close with the final unveiling
        of the hotel’s complete seasonal transformation and a visit to the Golden Bean for coffee and dessert. The
        evening ended with an opportunity to truly experience the essence of Hotel Indigo by relaxing and curling up in
        one of the signature guest rooms.

EVALUATION & RESULTS
The event succeeded in meeting the primary objective to create local media interest and ultimately drive local coverage.
The event spurred immediate coverage as well as provided a platform to schedule follow-up tours and discuss future
activities at the hotel. Interested media included the Atlanta Journal-Constitution, Atlanta Magazine, Atlanta Woman,
Atlanta Tonight, Deep, Jezebel, PaperCity, Piedmont Review, Sky magazine, Southern Living, the Sunday Paper,
TravelGirl and Upscale magazine. Final coverage generated more than 10 placements, including Atlanta Magazine,
UPN’s Atlanta Tonight, Jezebel, TravelGirl, the Sunday Paper and Upscale magazine, more than 4 million impressions
and invaluable relationships with the local media.
 2005 AWARD-WINNING ENTRY

Marketing Business to Business
Professional and/or Financial Services
Interland with Gaughan & Swann
Interland Helps Small Businesses Succeed Online

OVERVIEW
Following a successful company re-launch and new line of business launch in 2003, Interland underwent a corporate
restructuring that streamlined the company and better allied it with selling premium offerings -- web design and online
sales and marketing solutions -- through strategic partners as opposed to directly. As a result of these business changes,
in the spring of 2004 Interland outsourced all of its corporate PR functions to Gaughan & Swann (G&S). The G&S team
immediately went to work on architecting and executing a PR program that would build on the previous year’s successes.
As part of the marketing organization, PR efforts were carefully coordinated with other marketing tactics to ensure
Interland benefited from the synergy of an integrated marketing team.

RESEARCH
Proprietary Interland research (which is confidential and cannot be shared in this entry package) was used to confirm the
company’s brand attributes and how Interland was delivering on that brand promise. This was used to establish prospect
and influencer targets. In addition, marketing and PR results from 2003 were evaluated to determine where closer
alignment would have generated better results. Analyst reports were consulted to uncover pressing small-business needs
and issues. Editorial calendar research identified proactive media pitching opportunities, and research into the company’s
product roadmap permitted the construction of a rolling news release calendar. G&S’s PR team also took the time to
understand the company’s 2004 fiscal year corporate objectives and accompanying strategies so this could be worked
into the PR plan. Also, throughout 2004 and into 2005, original research among small-business leaders was fielded to fuel
in the company’s ongoing survey campaign -- the Interland Business Barometer. In addition, semi-annual pulse studies
with customers were conducted to see how PR was impacting the business, and to benchmark and track the reputation of
the Interland brand among new and existing customers.

PLANNING
Building off the research findings, G&S developed a strategic PR plan that focused on reaching Interland’s core audience
of small and mid-sized business (SMB) owners through positively positioning Interland as a trusted SMB advisor. Key to
the plan was that all the PR activities were tied directly to Interland’s FY 04 company objectives of: (1) Organic Growth, (2)
Customer-Focused Service Excellence, and (3) Leadership and Execution.

OBJECTIVES
   o Use media relations tactics to establish a media footprint for Interland that would result in both widespread and
     focused media coverage throughout the year that would outpace competitors. (Tied to Corp. Objective of Organic
     Growth)
   o Cultivate customer champions to deliver Interland’s key messages into select markets so that within 12 months
     we had at least 10 customer champions that could serve as media spokesperson or in case studies. (Tied to Corp.
     Objective of Customer-Focused Service Excellence)
   o Build credibility for Interland as a thought leader in the SMB online services space so that the company would be
     clearly seen as a trusted advisor for SMBs. (Tied to Corp. Objective of Leadership and Execution)
 2005 AWARD-WINNING ENTRY
EXECUTION
To establish a media footprint for Interland, the G&S team undertook a number of tactics, including: maintaining news flow,
bylined article development, media outreach, and editorial calendar pitching. The PR team remained in contact with the
major industry analysts following the hosting and online services space, briefing them on company events. We sought
opportunities to contribute information and insights to research studies and ensured key industry analysts were included in
all major announcements. We also aggressively sought award opportunities. The PR team sought every opportunity
possible to turn a happy customer into a “champion.” We actively sought to quote customers in news releases and built
releases around customers. In addition, we pitched customer stories to key media outlets, oftentimes using their own
“kudo” emails to attract the attention of the media outlets. To build credibility for Interland as a thought leader in the SMB
online services space in addition to the previously discussed PR efforts, the team published and merchandized trend data
from Interland research. Interland released three surveys during this time period: the Spring 2004 Business Barometer,
the Fall 2004 Business Barometer and the Spring 2005 Business Barometer. This survey campaign effort was supported
by downloadable reports, media-ready artwork, media relations, bylined articles and the distribution of news releases. The
PR team also worked very closely with the marketing department to repurpose PR and marketing effort to help support
each other. One example of this is the highly successful webinar program. This educational outreach was both promoted
through PR efforts and used PR tactics -- such as customer case studies and Business Barometer findings in order to
build the educational content needed for the events. In addition, customer stories the PR team pitched for media
placements were repurposed into site of the month columns for Interland’s customer newsletter, used in marketing
campaigns and ads, produced as sales success stories and placed as testimonials on the Web site.

Budget: The PR fees spent from July 04 to June 05 totaled $85,000.

RESULTS
Objective 1: Use media relations tactics to establish a media footprint for Interland that would result in both wide-spread
and focused media coverage throughout the year that would outpace competitors. (Organic Growth).

Key placements: Fortune Small Business, USA Today, Small Business Computing, Network World, PC Magazine, E-
Commerce Guide, Atlanta Business Chronicle, Today’s Restaurant News, The WHIR, The Seattle Times, etc. Working
with IBM, Interland has been included in more than 10 articles, including AP and Bloomberg pieces. Partnering with Sprint
and IBM, Interland’s PR team secured 12 months of coverage in Entrepreneur. National bylines secured include Small
Business Opportunities, Small Business Technology Magazine, HOMEBusiness Journal and Home Business Report.

Other Interland media coverage has included articles in the New York Times, ComputerUser and eWeek. Throughout all
of 2004 and 2005 to date, Interland has received more media coverage in its key publications than any of its top
competitors (source: Bacon’s Media Services). Interland’s Business Barometer survey campaign has resulted in
tremendous coverage, including articles in Business Week Online, Small Business Computing, E-Commerce Guide,
iMedia, The WHIR, CPU Review, BizReport, Darwin and eMarketer.

To date more than 10,000 copies of Interland’s Business Barometer reports have been downloaded from the company’s
website. Overall, Interland’s media relations efforts reached an audience in excess of 95 million and carried an earned
media ad equivalency value of $1,514,000. Media placements alone produced a 1,781% return on investment. Interland’s
Deal-Tracker sources 5% of closed deals to PR-driven leads, with an average PR deal valued at $3,995 a month --
highest lead value of all sources.

Interland’s customer Pulse surveys (1/05) showed that 4% answered “saw an article” when asked “Which statement best
describes how you originally heard of Interland” -- 1% below saw print ad and 3% above saw online ad. By tracking calls
on the two toll-free phone numbers assigned to PR, we discovered that from July ‘04 to June ‘05 more than 656 inbound
sales calls came into the company on those lines.
 2005 AWARD-WINNING ENTRY
Objective 2: Cultivate customer champions to deliver Interland’s key messages into select markets so that within 12
months, we had at least 10 customer champions that could serve as media spokespersons, or be used in case studies.
(Customer-Focused Service Excellence)

Results: More than 25 customer case studies have been developed for use in PR and marketing efforts. In addition,
Interland now has an established bank of customers that we are able to turn to for media interviews or quotes in news
releases. To date more than 15 customers have been featured or quoted in media coverage.

Objective 3: Build credibility for Interland as a thought leader in the SMB online services space so that the company would
be clearly seen as a trusted advisor for SMBs. (Leadership and Execution)

Results: On average, Interland distributes three news releases a month and is regularly turned to as an industry expert on
Web hosting and online services for SMB. Interland received the Frost & Sullivan Market Leadership Award and
recognition by IDC for having a solid mainstream market approach. The company earned nine #1 or TOP awards from
media outlets such as Small Business Computing, WebHostDirectory, TopHosts.Com, HostReview.com and Host Index,
and ranked number 12 on the 2004 Deloitte Technology Fast 500 list. Working with the marketing team, G&S helped plan
and execute two successful educational webinars. In total, PR was credited with driving more than 550 attendees to the
online events.
 2005 AWARD-WINNING ENTRY

Marketing Business to Business
Products
Brand Resources Group for Toyo Tire North America
"Partners in Performance" Facility Groundbreaking

SITUATION
In recent years Toyo Tire & Rubber Co. Ltd., the world’s tenth largest manufacturer of passenger vehicle and light truck
tires, faced the growing pains of meeting an increased demand for its high performance tires. In order to meet rapidly
growing demand in a global marketplace, Toyo established Toyo Tires North America (TNA) in 2004 as its first wholly-
owned North American manufacturing facility. This strategic move was made to give Toyo a North American presence
that would streamline operations, reduce costs and drive sales by strengthening its all-important relationships with U.S.
independent tire dealers. These goals would ultimately be achieved through the construction and operation of TNA’s new,
state-of-the-art manufacturing and warehouse facility in the Bartow County town of White, Georgia. With the official
groundbreaking of the new plant’s construction phase set for October 2004, TNA faced mounting resistance from local
interest groups and citizens opposed to a manufacturing plant in their region. Similar to other “Not in My Backyard”
movements, citizens escalated their concerns by voicing them in public forums and through the media. Among these
concerns was a perception of lower-paying industrial jobs weakening the economy, and the view of a non-U.S. company
unwilling to invest long-term in the region. Knowing the impact that local opposition could have on Toyo’s recruiting and
employment, brand reputation, and sales, the company chose to dispel the misperceptions about its future plant and
business plans, and conduct outreach in order to gain support.

To do this, TNA engaged Brand Resources Group (BRG) in late July 2004 as its communications partner, providing the
agency with its first project -- lead the TNA facility’s October 19th Groundbreaking Event for its new facility into a forum
that would re-position the company as a long-term economic and community partner and gain the support it needed from
Bartow County groups and citizens. The event would also need to serve as a platform for reinforcing TNA’s value as a
partner to independent tire dealers, further strengthening the Toyo brand and driving sales. The challenge: with less than
ten weeks before event day, a strategic plan would need to be crafted quickly to maximize the groundbreaking event.

OBJECTIVES
Leverage the TNA Facility Groundbreaking Event (set for October 19, 2004) to:
   o Shift tone of local media coverage among top local outlets from majority negative to majority positive by October
       and secure positive coverage for the TNA groundbreaking event from local media in October.
   o Engage, educate and build relationships with top influencers in Bartow County community (organizations and
       individuals), measured by their attendance at and participation in the groundbreaking event.
   o Secure positive coverage of the TNA groundbreaking in top three trade publications in October, including key
       messages for dealers about the groundbreaking and its positive impact for their business.
   o Engage, educate and deepen relationships with top independent tire dealer customers from across NA, measured
       by their attendance and participation in the groundbreaking event.

RESEARCH
An immediate multi-pronged research effort was conducted which included the following steps:
    o Assess Facility Impact: BRG pinpointed facts about the TNA facility’s positive impact on the local community and
      the NA independent tire dealer. An economic impact study demonstrated the positive impact the facility would
      have locally. A quick-read construction schedule helped brief audiences on site status and next steps. Internal
      interviews with TNA identified bragging points for site’s positive impact for all audiences. Industry research helped
      understand how to best communicate TNA site’s positive impact on business for tire dealers.
    o Conduct Media Audit: Top local community media were researched to identify the primary concerns/issues driving
      opposition to TNA’s new plant. Daily monitoring of the most influential local media outlets began, with daily and bi-
      weekly summaries to track tone and content of coverage. A formal local media audit was conducted in August
      2004 to track the mix of positive and negative stories, revealing that in August 88% of media coverage related to
      TNA was negative. The three top trade publications most important to independent tire dealers in the U.S. were
      identified and researched to form the best communications plan to earn coverage.
 2005 AWARD-WINNING ENTRY
    o   Identify Influencers: BRG and TNA worked to together to identify the top influencers among the four target
        audience groups, including in-depth research of Bartow County, including economic drivers, political influencers,
        key civic issues and overall citizenry, along with the assembly of a VIP customer list for TNA.
    o   Identify Community Issues: BRG researched the most strategic community involvement and contributions most
        relevant for TNA in the local community to help position TNA as a community partner.

PLANNING:
Target Audiences 1.) Local Media Influencers 2.) Community and Government Influencers 3.) Trade Media Influencers 4.)
Toyo Customer & Dealer Influencers. ***Listing of individual influencer targets included in binder.

Strategic Approach: Leverage the groundbreaking event as a turning point for repositioning the company by dispelling
misconceptions and delivering Toyo’s key messages. Adopt an event theme of Partner in Performance to help
communicate the Toyo Tires corporate tradition of cooperation and alliance within each community, region and business
in which Toyo has a presence. Position this practice of partnership as resonating through all Toyo relationships. The
Partner in Performance theme would be used as a consistent communications platform within all event materials and
communications, helping to communicate the benefits and advantages of TNA to all audiences.

EXECUTION
A series of communications activities were designed to deliver the Partner in Performance theme: "Partner in
Performance Message Platform” helped bring the message to life, including:
    o Vision, Mission and Values statement crafted for TNA facility to form foundation for messaging
    o Bringing the Future Together brochure told total TNA story, with facts on facility benefits
    o Media Relations Plan detailed how the groundbreaking could help deliver the Partner in Performance message,
        with a pre-event pro-active media relations program designed to engage media outlets and inform them in
        advance about TNA facility benefits (helping to educated them on facts about site to improve coverage slant).
    o Community Relations Plan addressed both short-term and long-term involvement for TNA, identifying education
        and environment as two primary areas of strategic community activity, with a plan to incorporate a donation to
        Bartow County Schools SAT program as a high-visibility example of community partnership.
    o Influencer Invitation Plan simultaneously invited influencers to the groundbreaking event while engaging them in
        messages about TNA’s commitment to partnership. Each influencer group received a custom invite.
    o Groundbreaking Event Plan detailed a series of messaging opportunities before, during and after the
        groundbreaking --designed to maximize face-to-face time with key audiences:
             o Day One: Arrival of Customers to Atlanta from Around U.S. for Groundbreaking -- VIP Hotel Check-In,
                Prep Package with Nametag and Custom Room Drops, Welcome Reception and Dinner to entertain and
                educate guests on TNA facility pre-groundbreaking, delivering customer-centric partnership messages
             o Day Two: Groundbreaking Event Day for All Audiences -- Groundbreaking event staged on facility site in
                two parts -- ceremony & celebration in partnership with community vendors who provided almost all event
                materials Ceremony created opportunity for official groundbreaking, community donation, remarks from
                TNA and local VIPs, specialty VIP seating to officially start site construction Celebration then led all
                guests to a luncheon for relationship building opportunity, where community contributions to TNA success
                recognized by TNA executives
             o Day Three: Departure of Customers and VIP Special Deliveries, featuring TNA Partners in Performance-
                branded hardhats and shovels custom-delivered to event VIPs

EVALUATION
Goal #1: Shift tone of local media coverage among top local outlets from majority negative to majority positive by October
and secure positive coverage for the TNA groundbreaking event from local media in October.

Result #1: Pro-active media education, outreach and relationship building assisted in shifting local media coverage slant
from an average of 88 percent negative in August 2004 to an average of 90 percent positive by October groundbreaking.
Twelve feature placements on TNA were generated in October alone, with a majority positioning the facility opening as
positive for the economy and the local community.

Goal #2: Engage, educate and build relationships with top influencers in Bartow County community (organizations and
individuals), measured by their attendance at and participation in the groundbreaking event.
 2005 AWARD-WINNING ENTRY
Result #2: TNA directly connected face-to-face with more than 1,500 local contacts and influencers from five key sectors,
building critical one-to-one relationships from state representatives to local officials to area business leaders to citizens
and residents. TNA commitment to the community was demonstrated through long-term $10,000 gift in education funds,
to local after-school tutoring programs as part of its long-term community relations program.

Goal #3: Secure positive coverage of the TNA groundbreaking in top three trade publications in October, including key
messages for dealers about the groundbreaking and its positive impact for their business.

Result #3: Earned feature placements in top three tire dealer trades in month of October.

Goal #4: Engage, educate and deepen relationships with top independent tire dealer customers from across NA,
measured by their attendance and participation in the groundbreaking event.

Result #4: TNA directly connected face-to-face with 34 of its top dealers (with 100% of identified/invited dealers attending),
building relationships with each of them over a three-day period of rolling events, each with customized messaging and
opportunities for networking.
 2005 AWARD-WINNING ENTRY
Marketing Business to Business
Other
Trevelino/Keller Communications Group for Raving Brands
Raving Brands: Eating Competition for Lunch

A year earlier, the name Raving Brands didn’t exist. At best, it operated under Wow Brands!, an informal reference to a
holding company that owned Moe’s Southwest Grill and new concept Mama Fu’s Asian House. On paper, it also had a
loose parental relationship with two other concepts, Planet Smoothie and PJ’s Coffee, operating under Innovative Brands.
In the press, there was no connection, cohesiveness or brand recognition until Trevelino/Keller Communications Group
(TKCG) began working with the restaurant portfolio in July 2003. Its founder and Chief, Martin Sprock, had a reputation in
Atlanta for his success with a four-store bar called Clarence Fosters. Outside Atlanta, he had little name recognition until
2004.

Raving Brands plays exclusively in the fast casual environment with six brands: Moe’s Southwest Grill, Mama Fu’s Asian
House, Planet Smoothie, PJ’s Coffee and newcomers Doc Green’s Gourmet Salads and Shane’s Rib Shack. Three of its
primary concepts were playing in crowded spaces Moe’s competing with McDonald’s Chipotle brand and Wendy’s Baja
Fresh brand; PJ’s competing with the likes of Starbucks and newly emerging coffee shop wannabees in Dunkin Donuts
and Krispy Kreme; Planet Smoothie behind Smoothie King and Jamba Juice. And Doc Green’s and Shane’s were
entering fragmented markets with significant opportunities. Counseled by TKCG to build a brand around one corporate
entity, Raving Brands, and keep Innovative Brands as an internal name only, TKCG set out to position Raving Brands as
the industry’s fast casual leader by the success of its individual brands and the sum of its six parts. With no in-house
communications staff until the addition of a marketing director in April 2005, TKCG served as the primary communications
resource.

Advertising was done in a limited fashion for the Moe’s brand only. Email marketing was outsourced and served as a
supporting promotional form for gift cards and couponing. Everything else outside the stores was driven by an aggressive
public relations program with no corporate Raving Brands budget, but a by-brand budget that totaled $13,000 a month for
supporting each of the six brands plus the Raving Brands identity.

RESEARCH
TKCG relied on industry research conducted by CitiGroup and Technomics for data on the growth of each of the individual
category segments: Fresh-Mex, pan-Asian, barbecue, smoothies and coffee -- as well as data on the growth of fast casual
and growth of the quick-service and casual dining categories -- as a means of highlighting growth against the competition
as well as size, geography, positioning and product. We learned that the fast casual salad category was undefined.
TKCG researched the backgrounds of the holding/parent companies (i.e. CKE, Darden, Yum Brands) to enable us to
position Raving Brands as one of the fastest growing, when the time was right. TKCG identified any and all scheduled
editorial calendar opportunities that fell into of the following topics: fast casual/quick casual, Fresh-Mex, pan-Asian, coffee,
smoothies, franchising, new concepts, hot concepts and barbecue. TKCG researched the award and ranking process for
submitting either individual concepts, the company as a whole and executive awards -- with the belief that consumers like
dining at concepts that receive industry accolades.

TKCG conducted an omnibus survey as part of a campaign called Cinco de Moe’s, titled by Moe’s new marketing director.
TKCG recommended it use research to give the program some depth vs. a simple claim that Moe’s was going to turn
Cinco de Mayo into Cinco de Moe’s simply by placing signage in-store.

PLANNING
Meeting Structure -- Prior to our engagement, little structure existed internally for public relations. We initiated two formal
bi-weekly meetings with individual brand support managers who were charged with preparing weekly data -- new
territories announced, franchisees secured, leases signed, store openings scheduled -- for us to crank the media
machine.

Weeks 1 and 3: Moe’s, Mama Fu’s and Doc Green’s; and Weeks 2 and 4: Planet Smoothie, PJ’s and Shane’s.
 2005 AWARD-WINNING ENTRY

    o   OBJECTIVES
        In the language of Raving Brands management, generate media, media, media; win, win, win awards and get us
        on a cover! Leverage the success of the individual brands to power the Raving Brands reputation as a leader of
        fast casual concepts and Martin Sprock as the visionary behind Raving Brands.
    o   Drive franchise sales of all brands under the Raving Brands portfolio: Moe’s, Mama Fu’s, Planet Smoothie, PJ’s,
        Doc Green’s and Shane’s.

AUDIENCE
Based on our secondary research and the client’s objectives, we determined the following audiences to be critical to our
success: restaurant industry, potential franchisees, existing franchisees, trade media, franchise media and consumers.

PROACTIVE OUTREACH
Our efforts were focused on daily pursuit of media coverage either through editorial calendar outreach, weekly touches
with our Tier One media list, industry analyst outreach, targeted speaking opportunities and rankings/awards.

Release Effort -- Anticipating high volume of announcements across each of the brands, we developed a strategy to
rotate our release of news from trade outlet to trade outlet, giving a different one the exclusive preview in an attempt to
secure a large feature followed by smaller stories. Additionally, we often staggered the release order by brand so we
could execute against the aggressive release schedule of 1 to 2 releases bi-weekly without overwhelming media with our
PR presence.

New Concepts -- We planned to announce two new concepts -- Doc Green’s Gourmet Salads and Shane’s Rib Shack --
as well as a spin-off of Planet Smoothie, called Planet Smoothie Caf Test Programs. We were asked to develop test
programs that included Raving Brands Tour Days, an approach to take Raving Brands and its concepts on the road into
new markets where potential franchises could learn about each of the restaurants.

BUDGET/RESOURCES
Our monthly budget was broken down by brand only with no corporate line for Raving Brands. Collectively, we were paid
$13,000 a month with budgets ranging from $1,000 for one-store Doc Green’s to $4,500 for 250-store Moe’s. In total, our
budget was $156,000 plus an additional $45,000 in incremental project.

EXECUTION
Executive Preparation -- As a means of expanding our spokesperson resources, we media trained a team of 10
individuals on their respective brand (i.e., Shane Thompson on Shane’s) as well as the corporate Raving Brands
messages.

Brand Positioning -- In everything we wrote about Raving Brands, we leveraged the individual strength of our brands
and/or the sum of our parts to speak to the rapid growth of the portfolio, combining store openings and franchise sales.

Trade Strategy -- Individually, when it was more impressive than anyone in the segment (i.e., Mama Fu’s 20 stores
opened and 250+ franchises signed made it the fastest growing new Pan Asian concept) or collectively (i.e., Raving
Brands is on a pace to go from less than 400 restaurants opened in mid-2004 to 2000 restaurants opened and/or signed
by 2007, making it the fastest growing fast casual restaurant company), we highlighted that positioning with media.

Release Strategy -- Ranged from template openings to more unique releases about the brand’s move to alternative
locations, its leadership position in the overall Raving Brands portfolio, its recognition by organizations like PETA for best
vegetarian friendly chain in the country... We issued 22 corporate releases and 75 local releases across the six brands.

Awards/Rankings Strategy -- For any rankings we uncovered in our research, we would give Raving Brands internally no
less than two months notice to give them time to crunch numbers critical to rankings. In total, we submitted Raving
Brands, either as Raving Brands or the parent of an individual brand, for 15 awards and/or rankings within business,
entrepreneur and restaurant categories.
 2005 AWARD-WINNING ENTRY

Speakers Bureau Strategy -- Raving Brands was sought after for filling speaker and panelist opportunities. We focused on
three core shows -- MUFSO 2004, ICSC and COEX.

Difficulties -- As with any brand, particularly restaurant brands, we faced our share of crises, from franchisees in Florida
putting up a billboard that simply read, Welcome to Moe’s signed by God, to lawsuits from the estate of Jerry Garcia for
inappropriately hanging art in-store that depicted his likeness, to a very limited number of store closings. With each
incident, we made sure we were the first line of inquiry so we could manage the flow of communication, the recommended
verbal or written response and the follow-up. No incident ever became significant enough to affect the reputation of the
brand.

EVALUATION
We measured results in three ways: (1) media impressions secured vs. our goal of 130 million; (2) awards and rankings
secured; (3) adoption of test programs; (4) growth of the brand which speaks largely to its local market success.

(1) Media Results -- In total, Raving Brands appeared in more than 1126 articles from July 2004-June 2005, a significant
number of which were national exclusives or features, totaling more than 457 million media impressions, approximately
100 million more than goal. That included a cover story in QSR featuring Martin Sprock in a wrapped Moe’s truck wearing
a custom-made NASCAR like suit sporting his brands and the headline: The Dominator.

(2) Awards and Rankings --Moe’s received Entrepreneur Magazine (EM) Franchise 500, #148; EM Fastest Growing
Franchise, #42; EM Top New Franchises #6, Franchise Times Fast 55, #34; Atlanta Business Chronicle Fastest Growing
Private Companies, #5; PETA Proggy Awards, Most Vegetarian Friendly Restaurant; Restaurant & Institutions (R&I) Top
400 Chains, #202; R&I Emerging Chain of the Year, Restaurant Business Top 50 Growth Chains, #3; Franchise Times
Top 200 List, Up and Comers, #260. Sprock was 2005 E&Y Entrepreneur of the Year; Moe’s ranked as #3 fastest growing
Georgia company; Catalyst Magazine Deal of the Year Finalist and Top 50 Entrepreneurs and Georgia Trend 40 under
40.

(3) Total Franchise Sales -- Raving Brands has sold more franchises in the past year than any restaurant company within
fast casual, with 850 franchises in development across its brands. Moe’s was identified as the fastest growing chain in the
country. Doc Green’s had 50 franchises sold before its first one even opened. Mama Fu’s has 20 opened and 250 in
development. PJ’s Coffee has sold more franchises in the last year than in its previous 25 years. Planet Smoothie has
sold more franchises in the last year than its last five. As new concept Shane’s is on a schedule to outpace Moe’s and all
other brands
 2005 AWARD-WINNING ENTRY
Issues Management
Business
Cox Communications with Shira Miller Communications and Ketchum PR
TAKE CHARGE!

BACKGROUND/RESEARCH
The 2004 Super Bowl halftime show incited an outrage about indecency on TV that continues today. Following the
“wardrobe malfunction,” the FCC fined Viacom/CBS heavily and media outlets covered the issue exhaustively.
Capitalizing on the incident, special-interest groups like Parents TV Council and Family Research Council began
pressuring Congress to require cable TV companies to offer channels a la carte (a financially infeasible option for
companies and consumers). Further, these groups lobbied for cable companies to be subjected to the same indecency
standards as over-the-air broadcasters. Aside from this rhetoric, parents voiced genuine concern about their kids access
to content they deem objectionable. As a major cable, Internet and phone provider, Cox saw a need and opportunity to
proactively help parents manage use of these services in their homes. To frame the issue, we conducted national
research with 1,400 parents who subscribe to cable and/or Internet. Major findings: 1) Parents are very concerned about
what kids see on TV and the Internet; a third are more concerned than before the Super Bowl. 2) They acknowledge it’s
their responsibility to manage their kids access to mass media, but say they don t do a good job due to lack of time and
knowledge. 3) Many don’t utilize parental controls and filtering tools already available. 4) They want help. In fact, seven of
10 requested a guide to help identify good content, block objectionable content, and learn to use the control tools they
already have. A few months later, in early 2005, we conducted additional research about Internet safety and found equally
compelling results -- mainly that parents don t fully use monitoring tools they already have and are generally unaware of
what their kids are doing and seeing online. (See “Research” tab for full findings of both studies.)

PLANNING
Findings from the first study validated initial assumptions and formed the framework for our campaign. We named it
TAKE CHARGE! Smart Choices for Your Cox Digital Home, connoting a call to action and personal parental
responsibility (per the research). It’s directly aimed at customers, provides tools to help them and their children make
smart choices, and focuses on blocking inappropriate content and locating family-friendly programs and sites.

OBJECTIVES
1) Empower Cox customers to better manage their families’ use of TV and the Internet. 2) Enlist influential third parties to
amplify our key messages. 3) Enhance Cox’s image as a strong community supporter. 4) Defuse indecency-related
rhetoric and avoid unfavorable legislative or regulatory action.

AUDIENCES
Cox customers, Cox communities, national consumers, lawmakers, regulators.

BUDGET: $600,000.

EXECUTION
The program was launched in two initial phases, in August and October 2004. Since then, we’ve introduced new initiatives
to keep the program fresh, relevant and responsive to ongoing developments in the indecency debate, and will continue to
refresh it in the months to come.

Major tactics include
    o National Spokesperson, John Walsh -- We researched numerous possible spokespersons and ultimately
         pursued this host of America’s Most Wanted. Walsh is highly regarded as a crusader for children and families, so
         his mission is well-aligned with Take Charge! After signing on as spokesperson, he shot five PSAs, conducted
         media interviews, headlined a satellite media tour, authored an op-ed and hosted a national Cox program about
         Internet safety.
    o www.cox.com/TakeCharge -- This is the central repository for helpful tools, including TV, Internet and phone
         safety tips; template for a “family contract” setting rules for proper media usage; detailed diagrams on
         programming cable TV parental control features; a primer on instant-messaging lingo frequently used by teens
         e.g., P911 ( My parents are coming ) and NP ( Nosy parents ); tips on protecting personal info online; and
         numerous links to other helpful resources (including an exclusive Toon Disney microsite devoted to Internet
         safety).
2005 AWARD-WINNING ENTRY
    o   National Partnership with NetSmartz Created by the National Center for Missing and Exploited Children (NCMEC)
        and Boys & Girls Clubs of America, NetSmartz has extensive Internet safety resources. We linked to their
        excellent web site, collaborated on parents workshops, and jointly commissioned Internet safety research.
    o   Satellite Media Tour -- To promote the findings of the Cox/NetSmartz research on Internet safety, John Walsh
        headlined an SMT on May 25, 2005. The three-hour tour was fully subscribed, with Walsh being interviewed by
        more than 30 TV and radio stations and reaching an audience of nearly 800,000.
    o   Parents Guide -- On the web site, you can download a copy of a parents guide that provides numerous tips and
        resources, and also request a printed copy of the guide. The guide is also at Cox payment centers and
        community events and is available in English and Spanish (Toma El Control!).
    o   TV and Print PSAs -- We produced five educational spots starring Walsh, as well as print ads in English and
        Spanish. (PSAs can be viewed at www.cox.com/takecharge/video_choice.asp). A new PSA series is in the works.
    o   National Town Hall Meetings -- A national town hall aired live on Cox Cable in November 2004. Created with
        WAM! network, it featured experts like a national PTA board member. Parents and middle-school-age children
        made up the audience. They discussed the influence of media, the impact of recent TV scandals, and solutions
        to help families Take Charge! In May 2005, we produced another town hall airing nationwide on Cox Cable. It
        was hosted by John Walsh and featured law enforcement guests, teen testimonials and an expert from NCMEC.
        The show also included a segment teaching parents how to activate Cox High Speed Internet’s free software to
        monitor their children’s online activity.
    o   Coalition-Building Toolkit -- Cox operations are partnering with notables in their local markets to promote Take
        Charge! To help recruit partners and educate communities, we created a toolkit (see Execution tab). Cox Family
        Fun Night In June 2005, we partnered with Nickelodeon network to air three hours of family programming
        (including the movie, Jimmy Neutron ) commercial-free on local Cox Cable channels. It was accompanied by
        conversation starters to promote family discussion about TV and Internet content.

EVALUATION
Objective #1: Empower customers to manage their families’ use of TV and the Internet
   o We have distributed 115,000 printed parents’ guides with clear, easy-to-use tips. Our materials include no fewer
        than 100 practical tips and links to additional resources and tools.
   o The web site has been heavily visited, averaging 27,000 unique visitors per month in 2005. Traffic has grown
        steadily since the site launched last year. The parents’ guide has been downloaded more than 10,600 times. Also,
        traffic to NetSmartz’s web site increased more than 30 percent as a result of Take Charge!
   o The two town hall meetings were available to an estimated 4 million homes. Qualitatively, the feedback from
        participants and viewers was very favorable.
   o The May 2005 show, hosted by John Walsh, ran multiple times during the summer, helping increase monthly
        traffic to the Take Charge! web site by 270 percent.
    o The five TV spots have run approximately 410,000 times to a potential audience of 6.3 million customers,
         representing equivalent ad value of $7.7 million.
    o In the month following the Internet safety show and satellite media tour, we saw an 18 percent increase in the
         activation of Internet filtering tools among Cox High Speed Internet customers. Although we don’t have a way to
         measure exact numbers of cable TV parental control features being activated, we have a great deal of anecdotal
         feedback from customers saying Take Charge! has motivated them to begin using parental controls.

Objective #2: Enlist influential third parties to amplify Take Charge! Messages
   o John Walsh is a great partner. He said he is forever being pursued to promote numerous products, but Take
        Charge! is the first program of this type he’s endorsed, because he strongly supports its mission of empowering
        parents and protecting children. His enthusiasm has come across clearly in media interviews and in the SMT.
    o Originally, we had budgeted to produce one PSA. However, through Walsh’s generosity and donation of his
         production facilities, we filmed a five-PSA series, which drove heavy traffic to the Take Charge! Site.
    o We have recruited several local notables to promote the program, including U.S. Rep. Bob Goodlatte in
         Roanoke, Va., and Sheriff Mike Carona in Orange County, Calif.

Objective #3: Enhance Cox’s image as a strong community supporter
   o Take Charge! has generated significant, positive coverage in national, local and trade publications, including The
        New York Times, Washington Post, Hollywood Reporter, Multichannel News, San Diego Family Magazine, The
        Arizona Republic, as well as broadcast news coverage in several markets.
   o The SMT with 30 TV and radio stations reached an estimated viewing audience of more than 1 million people
        and helped increase traffic to the Take Charge! site 527% in the three days immediately following the tour.
2005 AWARD-WINNING ENTRY
    o   Cox and Take Charge! received Multichannel News 2004 Innovator Award for Community Relations, as well as
        two additional industry awards citing the success of Take Charge!


Objective #4: Defuse indecency-related rhetoric; avoid unfavorable legislative or regulatory action
   o No unfavorable legislative or regulatory action has occurred to this point. However, special interest groups
        continue to push for a la carte, even though the FCC issued a report deeming it infeasible. Still, with Take Charge!
        we have a proactive answer that helps defuse their criticism. We make tools available and are educating
        consumers on how to use them. We’ll continue to aggressively employ Take Charge! to make that case,
        including distributing the materials to lawmakers and regulators.
   o In a letter, FCC Commissioner Kathleen Abernathy commended Cox and WAM! for sponsoring the Take Charge!
        town hall meeting and for ...helping to foster a dialogue between parents and children about the appropriate use
        of media in the home.
 2005 AWARD-WINNING ENTRY
Integrated Communications
Consumer Services
Intercontinental Hotels Group
Nickelodeon Family Suites by Holiday Inn

RESEARCH
The team conducted secondary research which revealed today’s kids play an important role in family vacation decision-
making. This finding was critical to the implementation of the campaign, which in many cases was targeted directly to kids.
These findings lead to additional secondary research which revealed the best received medium for the target audience
was through print.

PLANNING
To conduct the campaign, the team employed a targeted media strategy with a $322,500 budget. This budget also
included fees for advertising space. The public relations team at GCI Group worked with both Holiday Inn and
Nickelodeon to develop media strategies, collateral and timeline objectives. A strategy was developed to accomplish
several main objectives, including driving maximum media coverage and generating widespread anticipation and top-of-
mind awareness. This was accomplished through:
     o Generating awareness with key audiences
     o Positioning the hotel as THE kid’s hotel of choice
     o Defining and showcasing the critical mass of the experience and amenities offered at the Nickelodeon Family
         Suites by Holiday Inn, as THE place to be for family vacations.

In order to most effectively achieve the objectives set forth in the media plan for launching the opening of Nickelodeon
Family Suites by Holiday Inn, the following target audiences were identified:
    o Children ages 4-7 " Tweens ages 8-12
    o Parents and Families (with a heavy emphasis on Moms)

TIMING
Implementation and timing of the campaign was heavily impacted by the progress of the hotel’s transformation. With this
in mind, the public relations team began teasing the media with details surrounding the hotel in fall 2004, many months
before the physical conversion was complete. Media materials and b-roll footage also were strategically timed to coincide
and build momentum for the May 2005 grand opening event at the Nickelodeon Family Suites Hotel by Holiday Inn. Also,
it was important the grand opening event occur shortly after the transformation of the hotel was finalized, yet early enough
to garner media attention surrounding the beginning of summer vacation season.

EXECUTION
Pre-Launch: The Nickelodeon-Holiday Inn partnership for the hotel was announced in October 2003 in the Wall Street
Journal and widely covered in business and hotel and entertainment trade media. Following that announcement, the PR
team began to coordinate with marketing, advertising and promotional campaigns for the hotel to capitalize on messaging
and potential outreach to targeted consumer audiences. Story ideas were pitched to general consumer and niche local,
regional and national family/travel media outlets, including print, online, radio and television. Pitch information was
provided to contacts positioning Nickelodeon Family Suites by Holiday Inn as THE kid’s hotel of choice and THE
destination for family vacations. The team captured B-roll footage of the hotel to portray all aspects of the hotel’s features,
and provided it to key media outlets throughout the pitching phases of the campaign. By example, one such opportunity
arose with Emily Kauffman (The Travel Mom), resulting in a Good Morning America placement approximately one month
prior to the hotel’s official opening Memorial Day weekend. Several key collateral pieces were developed to provide to the
media. The public relations team was able to capitalize on the hotel’s fun aspects and incorporated some of the creative
elements into the media tools used, including a Nickelodeon-inspired lunchbox, which was mailed to reporters with an
invitation to the grand opening event. In addition, Slime Time, an eAdvisory containing information on the hotel and the
announcement of the hotel’s grand opening event, was distributed one week prior to the hotel’s grand opening. It was sent
to a targeted list of media previously contacted by the public relations team.
 2005 AWARD-WINNING ENTRY
Grand Opening Event
The grand opening event occurred Memorial Day weekend, May 27-29, 2005. Targeted members of the media were
invited to visit the hotel with their families and experience the hotel’s uniqueness as a vacation destination within a hotel.
Included in attendance were contacts from the Dallas Morning News, New York Post, Chicago Daily Herald and the
Atlanta Journal-Constitution, as well as Redbook, Hotel & Motel Management, Lodging Hospitality, Family Travel Forum
and New York 1 TV. Executives from the hotel, Holiday Inn, and Nickelodeon were also on hand to meet the media and
conduct interviews. Pre-launch media outreach resulted in a sidebar and color photo on the cover of the “Life” section of
USA Today on Friday, May 27. This coverage kicked off the weekend in grand fashion, as all attendees were greeted on
Friday morning to a full-color picture of the hotel at which they were staying. The public relations team also secured live
shots of the hotel’s grand opening celebration and executive interviews with several local television stations. In addition,
throughout the grand opening event, the staff shot b-roll footage of all the hotel’s amenities and activities. This b-roll was
disseminated through a satellite feed and used by more than 275 stations.

Post-Launch The public relations team wrapped-up the Nickelodeon Family Suites by Holiday Inn grand opening
communication campaign by following up with media and finalizing outstanding opportunities to sustain the stream of
media coverage earned during the pre-launch and post-launch phases of the program.

IMPLEMENTATION AND CHALLENGES
To conduct the media outreach campaign, the Holiday Inn/GCI public relations team employed a targeted media
campaign with a $72,500 budget. The most significant challenge was that the Holiday Inn Family Suites was open for
business and challenged with maintaining occupancy and revenue goals throughout the construction phase from Spring
2004 through Memorial Day 2005. Simultaneously it was important to reach out to key media months in advance to
accommodate long lead times and to capture their attention early for the heavily saturated Memorial Day travel media
window. By setting a definitive grand opening media event for Memorial Day Weekend 2005 and regularly corresponding
with various members of key media most relevant to the target audiences, gradually introducing more details of the new
property as they came online, the public relations team was able to build interest and anticipation of the final product for
Memorial Day, rather than having the story trickle out as the Nickelodeon elements of the hotel were completed.

An additional challenge throughout the campaign was streamlining key message points between Nickelodeon, Holiday Inn
and the property itself to best convey the hotel’s unique position as the marriage of two powerful family brands creating a
branded hotel experience. GCI Group, Holiday Inn and Nickelodeon PR teams worked together to develop media
strategies, timeline objectives, collateral and media materials throughout all planning stages of the campaign.

EVALUATION
The public relations team rose to occasion to build media interest and secure coverage on the opening of the Nickelodeon
Family Suites by Holiday Inn. While the original announcement of the hotel began garnering coverage in October 2003,
the team’s focused media relations strategy generated more than 500 print, broadcast and online placements totaling
more than 230 million impressions, and the story continues to garner significant media attention through the peak summer
family travel months. Specific results include: Print: 195 placements totaling more than 225 million impressions. Key
placements, with photos, include: the Associated Press, USA Today, Atlanta Journal-Constitution, New York Times, New
York Post, Dallas Morning News, Chicago Tribune, the Fort Worth-Star Telegram, the Orlando Sentinel, U.S. News and
World Report and Good Housekeeping. TV: 286 placements in most of top 50 markets with a reach of nearly 10 million
viewers. ABC’s Good Morning America featured a segment with the Travel Mom reporting on the Nickelodeon Family
Suites Hotel by Holiday Inn. Web: Web site traffic for www.nickhotel.com increased significantly due to media outreach,
growing 858 percent from May 2003 to May 2005. Nickhotel.com received 1.5 million hits in May 2003 and jumped to
almost 13 million hits in May 2005.
 2005 AWARD-WINNING ENTRY
Integrated Communications
Associations/Government/Nonprofit Orgs.
communications 21 for the Dairy Association
Milkin' It for All It's Worth - Dairy Industry Integrated Communications

RESEARCH
communications 21 reviews the latest and most compelling research on nutrition from health newsletters, associations
and other media outlets and journals, as well as mis-information, to develop integrated communications programs for five
dairy associations around the country. For example: More than 98 percent of school-age children currently do not meet
the Food Guide Pyramid recommendations for all five food groups, according to the U.S. Department of Agriculture.
Based on the new Dietary Guidelines, children should consume at least three servings of dairy each day to help build the
strong bones and muscles needed for physical activities such as baseball. Less than 15 percent of women realize heart
disease is their greatest health risk, even though statistics show that no disease claims as many female lives. At a rate of
one woman per minute, heart disease is responsible for nearly half a million deaths annually. (Source: American Heart
Association)

More than one in 10 Americans are diagnosed with or at risk for developing osteoporosis, and of the 10 million Americans
estimated to have the disease, 80 percent are women. (Source: National Osteoporosis Foundation) At least five million
more women than men in the U.S. have high blood pressure. High blood pressure not only raises a woman’s risk for heart
disease, but also for kidney failure and stroke. Research shows that the DASH diet, a diet rich in fruits, vegetables and
low-fat dairy foods may help reduce heart disease risk by lowering blood pressure. (Sources: American Heart Association
and Journal of the American Medical Association)

According to the Centers for Disease Control and Prevention, for women 20 years and older, 62 percent are overweight
and more than half of that population is considered obese. Market data research published in Forbes Magazine reported
almost 71 million Americans attempted to lose weight in 2004, spending more than $46 billion dollars on weight loss
products and self help books that promised an easy solution to their expanding waistline. (Forbes Magazine, 2005) These
programs are developed to entice reporters to book interviews, run breaking new alerts, cover events, etc., and ultimately
inform consumers about the benefits of eating healthfully and incorporating dairy into their daily diet.

PLANNING
The objectives of the integrated communications programs we developed for the five dairy associations were: 1) Book at
least 540 interviews (minimum of three per market/tour) and reach 30 million consumers throughout the year with credible
information on the nutrition benefits of milk and milk group foods (e.g., cheese, yogurt, etc.) primarily through media
coverage and direct outreach through events. 2) Educate parents and children about the benefits of a healthy lifestyle,
including daily exercise and proper nutrition, which incorporates at least three servings of dairy each day. 3) Implement a
method of communication to reach media, dietary experts and key influencers in a cost-effective, timely and effective
manner, while allowing accurate and efficient results tracking.

Following the development of program objectives, c21 identified the target audiences, including:
--General Consumers (ages 18-54)
--Media and key influencers
--School-aged children and their parents/caretakers

Considering the target audiences and the number of messages that needed to be conveyed, c21 developed a yearlong
integrated communications program to meet the objectives. We also identified specific times of year, when food, and as a
result, dairy, consumption was most prominent, such as summer for ice cream; back to school focusing on lunch
programs, snacking; holidays and seasons (fall tailgating, Mother’s day, Thanksgiving, etc.), to deliver messages for
maximum penetration, media pick-up and impact.

The integrated campaign focused on four outreach efforts: Nutrition Media Tour, 3-A-Day of Dairy, June Dairy Month and
Breaking News Alerts.
 2005 AWARD-WINNING ENTRY
EXECUTION
Nutrition Media Tour In Spring and Fall of 2004-2005 -- c21 organized and executed a nutrition-focused media tour for 20
registered dietitians (R.D.) representing the associations. These tours, which take place in the top 100 media markets,
provide consumers with cutting-edge nutrition information, provide tips and steps to healthy living, and illustrate the
benefits of enjoying milk and milk group foods every day. The tours tackle consumer confusion on topics including obesity,
high cholesterol and disease prevention -- with the ultimate goal of increasing dairy consumption to help consumers have
optimal health and control their weight.

c21 conducted two extensive media tours (Spring and Fall) for four of the dairy associations in the Southeast, Southwest
and Mid West (two groups cover this area); each tour included 75 to 90 media markets (cities). (Met Obj. #1 and #2)
Developed, packaged and disseminated pitch letters customized for each nutritionist, with nutrition-related information and
the most current research and statistical findings to 500 media outlets which c21 maintains in a database. Topics pitched
included: Fast Fuel for a Grand Slam Day; It’s All About Mom: Tips for Total Body Health; Trim Down Your Tailgate;
Kitchen Makeover: Give Your Fridge a Facelift; and Workplace Wellness: Exercise Your Options. (Met Obj. #3)

Delivered pitch information through an email delivery system “Direct Dialogue", which cost $.07 per email versus $.60 per
standard mail letter, and allowed us to view open, click through and undeliverable rates for 500 reporters. (Met Obj. #1
and #3). All undeliverables, were researched and resent. Pitched multiple topic angles over five weeks during intensive
media follow-up in order to secure interviews. Set-up and managed an online scheduling system, giving the R.D’s web-
based access to individual interview schedules and detailed information for each interview (e.g., topics selected by the
reporter, props or visuals requested, directions, etc.). Reviewed R.D. online evaluations post interviews, which tracked
key messages, length of interview, airdate or run information. (Met Obj. #3)

Conducted four media training sessions prior to tour, reviewing the Q&A for each topic, and “worst case scenario”
questions. Provided on-the-spot critiques of taped interviews from previous tours for continuous improvement of message
delivery, and videotaped mock interviews on the current tour topics to fully prepare the R.D.s. (Met Obj. #1)

3-A-Day of Dairy -- As part of the 3-A-Day of Dairy national campaign, designed to reach moms and children and educate
them on the benefits three servings of dairy each day, c21 worked on a partnership with the NFL’s Carolina Panthers to
promote these messages to kids in North Carolina. Working with the local R.D., we planned and executed three contests.
c21 created and implemented a detailed media plan to maximize the effectiveness of the contests and on-site events. c21:
Planned three events 1) A school pep rally featuring the Carolina Panthers quarterback; 2) A school visit by the Carolina
Panthers mascot, Sir Purr (who served Carolina Panther blue milk to the students); and 3) A junior broadcasting
competition delivered media information cost-effectively via c21’s Direct Dialogue e-mail system, reaching statewide and
national media outlets to draw coverage of each event, and allowed us to track open and click through rates. (Met Obj. #2
and #3) Conducted extensive media follow-up to pitch the 3-A-Day of Dairy events and secure media coverage. (Met Obj.
#2) Created and delivered an article on the junior broadcaster winner. (Met Obj. #1 and #2)

June Dairy Month -- June is National Dairy Month, and c21 provided information about dairy to media and key influencers
in advance of June. c21: Created a target media list with TV, radio, newspapers and agriculture media in the five regions.
(Met Obj. #1) Devised and executed a radio station contest, allowing all stations on the list to request free T-shirts to give
to listeners, in return for promoting June Dairy Month by reading informative but fun dairy messages on the air. (Met Obj.
#1) Implemented an e-mail blast campaign to the target media, providing information, story ideas and resources. The e-
mails were distributed in April, May and June, with new information in each mailing. (Met Obj. #1 and #3)

Breaking News Alerts -- Reaching media, dairy farmers and nutritionists with breaking news is paramount to the
associations’ success. Breaking news must be delivered often within an hour’s notice. c21 used the email system to meet
those needs. Through this distribution method, c21 tracked results in real time, and informed the associations which
recipient read the alerts and clicked through for more information. c21: Worked to develop the appropriate message and
format, and distributed the alert via “Direct Dialogue", when breaking news occurred. (Met Obj. #1 and #3)

Enabled individual R.D.s to stay in contact with their respective organization’s members, farmers, media and publics. (Met
Obj. #3) Each association was responsible for conducting media follow-up.
 2005 AWARD-WINNING ENTRY
EVALUATION

    o   Media Tour -- For Fall 04 and Spring 05, c21 booked a total of 725 interviews beating our target of 540 by 34%.
        The breakout was 302 television, 341 radio and 82 print interviews. The interviews reached a combined audience
        of 50,160,372 consumers (66% more than the objective) and were equivalent to $910,735 in advertising. The
        R.D.s conveyed 277 messages about the importance of milk and milk group foods in the interviews.
    o   3-A-Day of Dairy -- The three special events produced 999,674 media impressions in North Carolina and the
        Carolina Panther’s fan magazine featured the winner of the Junior Broadcasting Competition, as did two local
        television outlets.
    o   June Dairy Month -- The e-mail marketing garnered an average open rate of 37%, compared to the industry
        average of 20%, and a click-through rate of 7%. More than 225 radio stations participated in the T-shirt giveaway
        promotion.
    o   Breaking News Alerts -- Throughout the year, c21 sent more than 5,000 breaking news messages to health
        reporters and key industry leaders. The e-mail pitches received an average open rate of 25%, and were
        incorporated into more than 100 stories.

STAFFING, BUDGET AND TIME CONSTRAINTS
Four full time c21 team members manage the integrated communications program for the associations. For media tour,
five to seven freelancers help to conduct media follow-up and schedule interviews. All of the activities were implemented
within a set timeframe, and the yearlong program was executed for $175,000.
 2005 AWARD-WINNING ENTRY
Brand Management
Corporate Brand Management
Weber Shandwick Atlanta for Huddle House
Making Huddle House Hot Again

SITUATION ANALYSIS
Huddle House was a sleepy brand with a tired look, no presence in the industry and little to no public relations or
advertising support. The company made significant strides in updating its image, but no one in the industry nor local
communities knew of “the little restaurant that could.” But what Huddle House did have was an aggressive, young CEO,
Phil M. Greifeld, who wanted to turn the chain around and make it a leader within the foodservice/restaurant sector.
Greifeld presented Weber Shandwick with the monumental challenge of making the Huddle House brand “Hot Again” and
building a positive overall reputation for the brand with multiple audiences.

RESEARCH:
The Weber Shandwick team used the following primary and secondary research to develop the campaign and provide the
baseline look at Huddle House’s perception with customers, employees, potential customers, franchisees, media and
industry leaders: four focus groups, 300 random phone surveys, 400 restaurant exit interviews, local and trade media
interviews, follow up surveys of new franchisees, review of past media coverage, industry rankings, review of the
franchising documents, communication audit of internal publications, and interviews with Huddle House executives and
industry leaders. Also, the agency ran a thorough search of possible non-profit organizations that were suitable for Huddle
House’s support and demographics. This comprehensive research shaped our planning process in the following ways:
there was little or no awareness of the brand within the industry and no coverage in media, no central messaging in
internal or external communication, the website had not been updated in four years, customers liked the new image, but
potential customers had to be encouraged to try the brand, new franchisees got their information from existing franchisees,
and two great options surfaced for the brand’s potential community relations program.

PLANNING
The Weber Shandwick team created a comprehensive brand management plan to achieve the business objectives of
enhancing Huddle House’s reputation in the industry, creating awareness and driving trial in local markets, assisting in
increasing or sustaining comparable sales growth, generating more qualified leads for potential franchisees and attracting
the best talent.

Target audiences included existing/potential franchisees, employees, customers and foodservice/restaurant industry
leaders. The strategy was to employ aggressive media relations and industry leadership program to maximize awareness
for the new, youthful and wise CEO, his turn around plan and Huddle House in local markets. The Hot Again campaign
used aggressive media relations, award nominations, speaker’s bureaus, and franchise marketing communication,
community relations, web site development and local restaurant PR.

BUDGET: The budget was $15,000 per month, plus $1,000 for expenses.
 2005 AWARD-WINNING ENTRY
EXECUTION
The challenge was that there was so much to do and so little time. The agency developed a task list and execution of the
plan included:
    o Developing a press kit, including an online version
    o Media training and development of key messages
    o News Bureau: wrote, distributed and pitched stories that told the story of the new products, new advertising
         campaign, franchisee awards, new distribution center, new management team
    o Aggressive media relations for trade and industry media, local and regional media including proactive pitching of
         feature stories, review of editorial calendars and hot topics
    o Development of a new web site with an online qualifier to gain more qualified potential franchisees
    o New webmercials featuring testimonials of the brand’s successful franchisees. These emails are sent to potential
         franchisees on topics that matter most to entrepreneurs thinking of getting in the business.
    o Created a new franchising brochure
    o Secured speaking engagements for the CEO at major industry events
    o Developed a comprehensive community relations program for Huddle House to support the hungry called the
         Huddle House Hungry Tour, using its fleet of 18-wheeler trucks
    o Provided editorial assistance on communication to employees
    o Suggested that the lobby be filled with Huddle House’s awards and media placements to tell the story for all
         visitors and employees
    o In 2004, Huddle House won the prestigious Nation’s Restaurant News “Hot Again” Award, which provided the
         brand with speaking engagements, publicity, and recognition at the October, 2004 Multi-Unit Operators
         Conference in front of industry leaders
    o Secured the CEO on the Board of Counselors of The Carter Center, a board made up of major CEOs throughout
         the country

EVALUATION
By meshing CEO Phil Greifeld’s business objectives within a solid public relations plan, the following results were
achieved:
    o Huddle House was covered by every major trade publication within the restaurant and franchising industry, and in
       each local market where the company opened new restaurants. In total, Huddle House appeared in more than 75
       media stories totaling 11,617,310 impressions. Every story ran at least one key message.
    o Qualified franchisee leads increased by 22 percent, which resulted in five market development agreements in key
       expansion markets (Alabama, Kentucky, Mississippi, Ohio and Texas).
    o Huddle House continued its year as the “Hot Again” concept for 2004, the Oscars of the industry.
    o The CEO was a key panelist/speaker in three industry conferences, positioning him with top CEOs in the industry.
    o The company increased or sustained comp sales by two to six percent during this time frame.
    o The executive team was strengthened with top talent, such as the CFO who joined the company after years of
       working with Intercontinental Hotels and Pepsico.
    o Achieved opening day sales records for more than 25 new restaurant openings.

				
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