Hughes
Public Relations
Communication Counsel

HUGHES
PUBLIC RELATIONS - COMMUNICATION COUNSEL

Case Studies - Brand Building

 

 

Urban Pacific
Supporting national expansion

The situation

A subsidiary of Macquarie Bank, national property developer Urban Pacific Limited (UPL) has a residential project portfolio across Australia valued at approximately $2.3 billion.

These projects include Australia’s largest urban regeneration initiative, mixed-use community housing, mixed density residential and residential/commercial projects and a Gold Coast canal development.

Hughes Public Relations activity for each project ranges from community relations and awareness programs to strategic marketing input, publicity, newsletters and award submissions.

At a corporate level, the consultancy is responsible for UPL’s public image and positioning. Our role includes assistance with tender submissions, publicity, issues management, strategic direction, government relations, sponsorship, copy writing and web management.

All public relations activity for UPL nationally is managed from the consultancy’s Adelaide office, presenting a number of potential geographical challenges that the consultancy manages largely through the use of new technologies.

A key communication aim in recent years has been to establish UPL’s credibility in new markets and to increase awareness of UPL in industry and government circles in line with the company’s national expansion.

Objectives

Key objectives of the communication program are to:

Elements

Principal strategies of the program include:

Outcome

Hughes Public Relations has been managing the public relations and communications’ needs of UPL since 1997. Since that time, the value of current project work undertaken by UPL has increased from approximately $200 million to more than $2.3 billion today.

Despite the rapid growth of the company and the national expansion of the business, UPL has preferred to engage Hughes Public Relations to work on its projects nationally.

This is testimony to the high standard of service that the consultancy provides and acknowledgment of the consultancy’s understanding of UPL’s business, its projects and the climate in which UPL operates.

 

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Harris Scarfe
Rebuilding a battered brand

 

The situation

When Harris Scarfe Australia Pty Ltd was formed in November 2001 to affect a management buy-out, the “new” Harris Scarfe appointed Hughes Public Relations to assist with the massive brand re-establishment task it faced.

The future of 150-year–old retail brand looked bleak.

Only six months earlier, trading in Harris Scarfe Limited shares on the Australian Stock Exchange had been suspended, a Voluntary Administrator had been appointed by the Harris Scarfe Board to investigate accounting irregularities totalling nearly $125 million and the company’s major creditor had appointed leading insolvency and recovery accountants Ferrier Hodgson as Receiver and Manager.

The new Harris Scarfe, a private company that had bought the retail operations of the failed public company, faced a massive task of reshaping the organisation into a successful 21st century retailer and rebuilding faith among its key stakeholders -- employees, customers, suppliers and regulators.

Objectives

Once the immediate trading issues had been addressed, and the shape of the new retailer became apparent, a diverse communication program began.

The objectives of the rebranding and profile-building strategy were to:

Elements

The two-part communication strategy proposed by Hughes Public Relations and adopted by Harris Scarfe was specific.

The principal elements of the sales drive public relations campaign were print and electronic media coverage of major in-store events including:

The principal elements of the reputation-building public relations campaign were print and electronic news media coverage of Harris Scarfe statements on major issues, and development of Robert Atkins’ standing as a retail and Adelaide issues commentator. These included:

Outcome

By June 2003, Harris Scarfe was trading strongly again. While store numbers have been rationalised from 35 to 23, the jobs of 1700 people in the company’s core markets of South Australia, Victoria and Tasmania have been saved and employment opportunities are increasing.

The company’s customer base is intact and growing and Harris Scarfe is again playing an influential role as a leading retailer. Employees are thriving from the benefits of improved communication between themselves and management coupled with upgraded stores, trading hours changes and, most importantly, the chance to work in an atmosphere of dynamic recovery. Importantly, the State Government announced in May 2003 virtually complete deregulation of shopping hours. Robert Atkins has become established as a key media spokesperson on retailing and Adelaide city issues.

 

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Harbour Town
Making Brand Direct shopping a real event

 

The situation

Harbour Town at West Beach, Adelaide, is South Australia’s first purpose-built Brand Direct shopping complex and the second Harbour Town complex in Australia, following the initial centre on the Gold Coast.

Strategically located seven kilometres from the city on Tapleys Hill Road, a major north-south route through Adelaide’s western suburbs, Harbour Town adjoins the Adelaide Airport and offers some 12,500 square metres of lettable area in variable shop sizes fronting internal pedestrian-only streets.

It is a joint venture between the Australian real estate development arm of the international financial services group ING and the Australian Lewis Land Group. When Harbour Town opened in October 2003 it introduced to Adelaide a defined precinct of stores selling quality merchandise “brand direct” to the public all year round at discounts of up to 60 per cent on retail pricing.

In Brand Direct precincts, quality designers and manufacturers sell a wide range of quality merchandise direct to customers, through signature outlets, rather than the normal retail channels. The range includes store label stock produced specifically for Brand Direct sale and first-quality end-of-season lines. The Brand Direct outlets are generally larger than fashion boutiques, carry greater stock volume and often feature their own brand-themed fit-outs.

A key aspect of the launch of Harbour Town was to generate substantial publicity to attract Brand Direct devotees and first-time shoppers, and capture a strong share of the pre-Christmas retail focus to generate good opening sales revenue for tenants.

Objectives

Hughes Public Relations was appointed to help build the awareness and anticipation of Harbour Town as it neared completion, as well as generating maximum pre-opening and opening publicity.

The campaign was devised to provide a steady stream of stories in the pre-opening phase, without “saturating” media and public interest. It aimed to:

 

Elements

The six-month publicity campaign used a variety of techniques, story concepts and news media to maximise exposure. Major news leads developed included:

Outcome

News coverage in the lead-up period was strong, generating wide public interest in the opening, which was a phenomenal success.

The crowds on opening day reached close to 20,000, generating traffic congestion that led the SA Police to introduce traffic diversions and issue a news release asking motorist to be patient as they waited to enter Harbour Town. The public interest and excitement was tangible.

Retailer feedback was extremely positive – many tenants reporting they had achieved their four-day “opening budget” (Thursday to Sunday) by the end of the Thursday trading.

This initial publicity campaign has also contributed to ongoing interest in Harbour Town.

Since the official launch, visitor numbers to the Centre have remained consistently high, with weekend crowds continuing to surpass expectations.

Given Harbour Town opened two days prior to the introduction of Sunday trading in the suburbs in South Australia, the constant flow of traffic to the Centre has been excellent. The timing of its opening meant increased competition for Harbour Town with all other major suburban shopping centres, despite which it continues to attract high volumes of customers to the point where traffic congestion around the Centre on weekends remains an issue.

Overall, the publicity campaign was an outstanding success and contributed to a high awareness of Harbour Town, Brand Direct shopping and continued interest in Adelaide’s newest shopping complex.

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Starbucks

International coffee icon opens in South Australia

 

The situation

In 2006, international coffee icon Starbucks opened its first stores in South Australia.  Its flagship store is situated in Rundle Mall, Adelaide CBD, with two other stores in Glenelg and at Centro Colonnades.  The store at Centro Colonnades was the first store to open in South Australia.

The coffee house/café market in South Australia has undergone a period of enormous growth and is now an established part of the State’s lifestyle and is highly competitive.  It was important that Starbucks be seen as an industry leader and offering more than the competition not only in terms of product but in quality and experience.

Of paramount importance to Starbucks were key influencers, including media, business and local celebrities and personalities who the company wished to be positively educated about the brand, in line with Starbucks international ‘celebrity’ association.

Launching Starbucks into the South Australian market was an important part of the company’s global plan to increase its store portfolio.  Public relations was key to increasing consumer awareness as well as gaining media attention and ‘celebrity’ association.

Objectives

Hughes Public Relations was commissioned to lead Starbucks brand awareness program in South Australia and to achieve specific objectives and outcomes including obtaining timed media coverage in newspaper, industry and lifestyle publications prior to the launch of the flagship store in Adelaide CBD, organising a flagship store opening launch and organising media briefings on the opening day.  Starbucks wished to achieve at least four articles/broadcasts published around the opening of their three stores.

The goals of the campaign were to create positive awareness of Starbucks brand values and to generate positive awareness and excitement around the store openings.

 

Among the key objectives set by Hughes Public Relations and Starbucks were:

 

  1. To obtain timed pieces of media coverage in newspaper, industry and lifestyle publications prior to the launch of the flagship store;
  2. To target key journalists/key influencers with Starbucks information and products to raise awareness pre-launch;
  3. To implement strategies to encourage people to visit Starbucks and to raise awareness about the Starbucks brand; 
  4. To generate positive awareness and excitement around the store openings by organising events and using promotional opportunities;
  5. To gain at least four published articles/broadcasts around the store openings.

Elements

Implementation of the communications program consisted of the following key elements:

 

Outcome

 

The launch of Starbucks in South Australia was very successful with research conducted by Starbucks showing that the Rundle Mall outlet had more customers on its first day of opening than any other store in Australia.

Feedback from the ‘thank your lucky Starbucks Day’ activities was very positive with a high level of surprise and delight expressed by all those who received parking metre cash, cinema tickets and Starbucks cards.

The activity at Adelaide Train Station was very well received with excellent visual presence and feedback from commuters.  All 1,800 Starbucks cards were distributed during the first hour and the Rundle Mall store reported a busier than usual morning with many customers using their Starbucks cards.

The media campaign exceeded the client’s objective of securing at least four published articles/broadcasts around the opening of the three stores.

As a result of a carefully planned and executed PR strategy, the communications carried key messages and promotional work raised awareness of Starbucks presence in Adelaide, successfully encouraging customers to visit a Starbucks store.

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Beerenberg

 

Beerenberg

Coopers Ale Barbeque Sauce

 

 

The situation

In 2007 two of Australia’s iconic family companies joined forces to bottle the ingredients for the world’s greatest barbeques – beer and sauce. 

 

Beerenberg Coopers Ale Barbeque Sauce is the result of a unique collaboration between one of the country’s best known brewers, Coopers Brewery, and sixth generation sauce and jam producer, Beerenberg Farm.

 

Hughes Public Relations worked with Beerenberg Farm to develop a communication strategy to establish Beerenberg Coopers Ale Barbeque Sauce as Australia’s only true blue, home grown barbeque sauce and to generate average weekly sales of six bottles per store.

 

 

Statement of opportunity

 

Hughes Public Relations commenced work with Beerenberg Farm in January, 2005, with a brief to raise the profile of the Beerenberg brand and achieve specific campaign objectives including increasing sales leads, raising brand allegiance and customer awareness of Beerenberg products, and creating new retail and wholesale distribution opportunities in the domestic market.

 

Partly as a result of the strategic advice provided and significant media coverage generated for Beerenberg across Australia, the family-owned company’s products have won shelf space in major retailers nationally.  “Pull-through” of these products through advertising has been cost-prohibitive, with the company adopting a PR-led marketing strategy to build Beerenberg’s brand attributes and maximise marketing impact within a limited budget.

 

The Beerenberg Coopers Ale Barbeque Sauce was seen as a key product for Beerenberg and one which could be leveraged to achieve the company’s communication objectives and raise awareness of the Beerenberg brand across Australia in a cost-effective manner.

  

Research

 

Hughes Public Relations monitored all media in relation to Beerenberg and its competitors in the Australian market to ascertain the direction of the communications strategy.

 

An analysis of the barbeque sauce market was undertaken, the client briefed and a strategy developed. 

 

The research highlighted the number of barbeque sauces on the market but emphasised that there were no other barbeque sauces using beer as the main ingredient.  The strategy was tailored to highlight Beerenberg’s point of difference, using key messages and leveraging off Coopers and Beerenberg’s well known brand values.

 

The success of the communication program was monitored through product sales, with the fact that only three press advertisements were placed, leaving the success or otherwise of the Beerenberg Coopers Ale Barbecue Sauce campaign attributable almost entirely to the success of the public relations effort.

  

Planning

 

The Communications Plan was designed to achieve the specific objectives of the campaign by targeting food editors, trade media, key influencers and potential customers.

 

Objectives of all communication were to:

 

Elements

Implementation of the communications program consisted of the following key elements:

 

Pre-awareness raising of the Beerenberg brand and its products through targeted media product drops;

 

Pre-awareness: Prior to the launch of the Beerenberg Coopers Ale Barbeque Sauce a product drop was undertaken, with one product and a letter unfolding the Beerenberg story, delivered to key food writers every two weeks over a period of two months. 

 

Trade Launch: The trade launch took place at the Fine Foods event held in Sydney.  A barbeque was held at the event with food served with the Beerenberg Coopers Ale Barbeque Sauce as a sampling opportunity.  Managing Director Anthony Paech was personally involved in the event.

 

Consumer Launch:  This took place at the Tasting Australia event held on the banks of the River Torrens in Adelaide.  Over 20,000 people visited the event held over the weekend of 13-14 October 2007.  This represented a great opportunity for Beerenberg to enable as many people as possible to sample its new product which was served with a hotdog at the event. 

 

Media Launch:  The media launches took place in Melbourne, Sydney and Adelaide on October 15, 16 and 25, 2007.   All launches were held over a gourmet barbecue lunch where the Beerenberg Coopers Ale Barbeque Sauce was served to influential food writers and news journalists representing some of Australia’s most widely ready magazines, newspapers and television food shows.  Anthony Paech, Managing Director of Beerenberg, gave an overview of the company and the product at each launch and guests were able to try the sauce over lunch as well as take a bottle away for later sampling.  Coopers Brewery managing director Tim Cooper attended the Adelaide event.

 

Results

Feedback from Beerenberg showed that within a month of the media launch the Beerenberg Coopers Ale Barbeque Sauce was its Number One selling sauce.

 

The trade launch at Fine Foods attracted widespread interest and high praise from major chains, independent retailers and members of the restaurant and catering industry.

 

Taking part in Tasting Australia was found to be a very positive experience with people trying the hotdogs with the sauce and then returning to the stall to buy a bottle of the sauce.  This provided valuable market feedback and stimulated strong word of mouth.

 

The media launches were also very successful with food writers from some of Australia’s leading titles attending: Australia Women’s Weekly, Woman’s Day, New Idea and Real Living along with some of the key trade publications.

 

Media coverage has generated more than 21 stories in 17 publications with circulations totalling nearly 3.2 million across Australia, to date.

Evaluation

 

As a result of a carefully planned and executed public relations strategy:

 

The Beerenberg Coopers Ale Barbecue Sauce became the company’s top-selling sauce product within two months and a major seller over the busy summer season;

 

Woolworths is stocking Beerenberg Coopers Ale Barbecue Sauce in selected stores, monitoring its sales success ahead of the potential ranging of the product (and others) in Woolworths stores nationally;

 

The success of the product in Australia has opened up additional possibilities for export, with discussions currently underway with US distributors;

 

The trialling and communication program has raised awareness of the product among retailers and consumers with 42,200 units sold between its launch and April 2008.

 

Through events and publicity associated with the launch of Beerenberg Coopers Ale Barbecue Sauce, the campaign assisted in positioning Beerenberg as Australia’s leading producer of premium jams and condiments through the promotion of the company’s heritage, values and quality products.

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BP Wild Bean Café

Wild Bean Café

BP’s Wild Bean Café’s entry to South Australia

 

The situation

 

Wild Bean Café is BP’s global café brand and is one of the key strategic brands of BP Retail.  Between March and September 2007 14 Wild Bean Café’s were built in South Australia providing a new option for South Australian consumers to purchase barista made, café quality ‘coffee on the go’.

 

A key objective of BP Connect and Wild Bean Café’s was to change the way consumers’ view BP forecourts; the aim is to be at the forefront of convenience retailing within and outside of the forecourt retailing arena. 

 

Wild Bean Café’s had been rolled out in Western Australia in 2006 and the campaign for South Australia was able to draw upon the WA campaign and its evaluation whilst tailoring the activities to the South Australian market.

 

It was decided that launch activity should not start until 70% of sites were operational and the campaign consequently ran from mid August 2007 until October 2007.

 

Objectives

 

Hughes Public Relations was commissioned to lead Wild Bean Café’s brand awareness program in South Australia, working closely with BP and Clarity Communications (the agency who launched the brand into WA). 

 

A key goal of the campaign was to change the perception of service station coffee from:

 

“A forecourt is not a place I consider going to get a drink or something to eat”

to 

“When I’m on the road and want to make a quick stop for some quality food and a fresh coffee, I’ll always try and find a Wild Bean Café at BP Connect”

Two key customer segments were identified: Welcome Breakers (those people who work long hours and spending a high percentage of their time in the car) and Convenience Store Habituals (people who often shop at convenience stores for everything from a snack to groceries). 

 

Among the key objectives set by Hughes Public Relations, BP and Clarity were:

1.     Drive awareness amongst the target market that Wild Bean Café is where you can get great quality coffee on the go.  Specifically to educate consumers that:
- WBC has arrived in SA
- WBC stands for ‘quality coffee on the go’
- WBC can be found at BP Connect sites
2.     Drive onsite awareness of the WBC offer and conversion to sales.  Specifically:
 
- Create onsite excitement
- Incorporate a sampling program

3.     Recommend opportunities for WBC to undertake site specific activities to engage with Welcome Breakers and C-Store Habituals to drive sales.

 

Elements

 

Implementation of the communications program consisted of the following key elements:

 

- To drive additional value on radio advertising spend
- To reinforce WBC as a ‘local’ coffee option

Outcome

 

All feedback from BP was very positive with more than 8,000 coffees given away during the Free Coffee stunt.  Sales increased by 25 per cent in the weeks following the stunt and figures show aided awareness peaked at 72 per cent.

 

The participation of Wild Bean Café branded cars in the Bay to Birdwood Classic Run was considered a great success with over 10,000 people attending the finish event at Birdwood National Motor Museum where the branded vehicles were parked and free coffee vouchers given away.  Wild Bean Café also provided food for VIP guests and judges.

 

Other activities involving the WBC branded cars, such as the City to Bay Run which had 27,000 people taking part and targeting attendees to SANFL games, were also considered a success in raising awareness of the WBC brand and launch in South Australia.

 

As a result of a carefully planned and executed PR strategy, the communications carried key messages and promotional work raised awareness of Wild Bean Café’s presence in South Australia, successfully encouraging customers to visit WBC at BP Connect.

 

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Statewide Financial Management Services

Super communication

 

The situation

Hughes Public Relations commenced working with Statewide Financial Management Services in July, 2000.  At the time, Statewide had approximately $433 million in assets under management for its 105,000 members and aspirations to become the leading, trusted provider of superannuation and related services in South Australia.

The consultancy’s appointment coincided with Statewide’s commencement of a brand-building campaign spearheaded  by the organisation’s move to its current high profile address in Gawler Place and a reinvigorated advertising program.

 

Objectives

Statewide’s marketing objectives at the time included:

 

In supporting the development and expansion of Statewide's pulic profile the consultancy recommended and commenced delivery of a communication campaign based on:

In supporting the development and expansion of Statewide’s public profile the consultancy recommended and commenced delivery of a communication campaign based on:

 

Working with the Statewide marketing team (in-house and other consultants including Statewide’s advertising agency) to ensure consistency of message, direction, effort and outcomes;

Building the credibility of Statewide as a trustworthy leader in the superannuation sect

Ensuring Frances Magill’s position as the “go to” person for superannuation commentary;

Elements

The consultancy developed an objective-focused communication strategy comprising the following elements:

 

A media program based on, but not limited to, regular “superannuation education” editorial in authored newspaper columns, particularly The Advertiser;

Identification and exploitation of pro-active and opportunistic “thought leadership” initiatives in the media and through public speaking;

Building and maintaining relationships between Frances Magill and key media to ensure her position as the “go to” person for superannuation commentary;

 

 

Outcomes

 

In the eight years of our relationship with Statewide:

 

Outcomes

In the eight years of our relationship with Statewide:

 

While we recognise that these achievements have been realised in collaboration with other members of the Statewide marketing team and through the efforts and performance of the organisation, Hughes Public Relations has contributed to these successes through the delivery of agreed public relations objectives.

 

                         Magill has seen a few market corrections in her                                 time and, as a regular commentator in the                          media, is often heard repeating the mantra don't                          panic, think long-term."

                         The Sunday Mail - South Australia's Most 

                         Powerful People

                         May, 2008

“… Magill has seen a few market corrections in her time and, as a regular commentator in the media, is often heard repeating the mantra “don’t panic, think long-term.”

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