< Previous20 The Situation In 2014, the Project Control Group (PCG) for the then yet to be named The Brougham appointed Hughes to manage the PR and communications for a planned mixed used development on Brougham Place, North Adelaide. The $200 million development is earmarked for retirement living, traditional apartments, serviced apartments and commercial/retail tenancies, with more than 90 high-rise retirement residences across three buildings with heights scaled from 9 to 16 storeys. The PCG had concerns about the community’s potential response to such a large scale, high-rise development in North Adelaide and the potential for a groundswell of opposition from influential and possibly highly vocal local residents. They were mindful of the potential for any public opposition to overshadow the project and its impact on achieving the momentum required to create interest from potential buyers, particularly as this type of premium retirement living is largely untested in South Australia. Essentially, they would need to create a new market. The Group also acknowledged that while experienced in business, finance and property ownership that they lacked experience in residential development and required expert assistance including marketing, PR and communications. Objectives § Providing a community and political environment which supports approval; § Identifying and mitigating any potential risks associated with the project including any community and government opposition; § Educating and informing the market about ‘prestige retirement living’; § Developing, establishing and positioning The Brougham in the marketplace; § Creating a ‘new market’ in South Australia for ‘prestige retirement living’; § Building registrations of interest and project enquiries; § Ensuring ongoing engagement with registrants; and ultimately driving sales. Elements Hughes developed and implemented an integrated communications strategy designed to seamlessly support the project through the development approvals process and into a brand launch. This strategy was developed to ensure the project achieved and then continued to gain the necessary momentum required. To date, this has involved two distinct phases. The Brougham The $200 million development is earmarked for retirement living, traditional apartments, serviced apartments and commercial/ retail tenancies, with more than 90 high-rise retirement residences across three buildings with heights scaled from 9 to 16 storeys.21 Stage One – Development application and approval process During this stage, our approach was based upon ensuring the project remained a ‘small target’ within the community and media to ensure a smooth path through the development approvals process. Simultaneously, we worked to develop the project’s brand and brand identity and marketing collateral to ensure we were able to roll out a brand launch at the earliest opportunity. Work undertaken by Hughes included: § Working with the PCG and key appointed project consultants (planning, architects and heritage architects) to develop a risk mitigation strategy which included preparing Q&As, media statements and briefing and gaining the support of key influencers to create project advocates; § Creating an initially unbranded registration of interest website to be launched to time with a Category 2 consultation; § Developing an initially unbranded project information video for the website, key influencers and media; § Proactively managing the initial media for the Category 2 consultation to ensure the publicly released plans were both received and covered positively; § Commissioning and managing project photography including a drone shoot of the 360 degree views from every level; § Commissioning and managing the production of key project renders; § Developing artwork for the e-news (EDM) and a database communications program; § Booking Google ads to ensure the website could be easily found from an online search; § Collating and analysing registrations of interest in conjunction with the selling agent; § Preparing website and Google ad analytics to ensure we could assess site traffic against our marketing activities. In turn, this helped us to make informed decisions regarding our strategy and alter, where required. § Advising on the project naming and brand positioning; § Developing the concepts for the brand identity and preparing a style guide for the chosen identity. Stage Two – Brand Launch During this stage, we worked with the appointed sales agent to further develop the overarching marketing and communications strategy and apply the project brand to the required marketing collateral. The strategy and associated marketing materials were developed to ensure that we were able to maintain momentum by going to the market straight after receiving development approvals. Work undertaken by Hughes included: § Evolving the project website to a branded marketing website with updated video, copy and imagery; § Developing the project brochure including all artwork and copy; § Developing artwork and graphics for the project floorplans and floorplates; § Preparing artwork for external onsite signage; § Commissioning production of external signage, securing council approvals and managing installation; § Designing display panels and information flow for a preliminary project/information centre; § Preparing artwork for the project’s business stationery – letterhead, business cards and envelopes; § Further editing of the project video and application of the branding; § Managing all print production including sourcing suitable paper stocks, quotes and press checks for quality control; § Preparing and distributing ongoing database communications to maximise engagement; § Managing the announcement of receipt of development approvals with media, key influencers and the project database; § Continuing to negate the potential for community objection and negative media coverage. Outcomes (To Date) The Brougham has been positively received by the local market with little community objection and both strong and quality interest from future residents. Key project influencers have been vocal in their support of the development which has helped to negate and marginalise the small but potentially vocal objectors. Widespread positive local and national media coverage has been secured for the project, both during the community consultation and immediately following receipt of development approvals. In tandem with the project’s digital strategy and onsite signage, this has resulted in significant website traffic, registrations and direct calls to the project sales team. The project branding and marketing materials have been well received and enabled the sales team to have insightful discussions with potential buyers and allow for informed decisions to be made regarding the refinement of the project’s market offering. Hughes has now just completed the third stage of the marketing program to generate further interest in the project with targeted advertising, letterbox drop to key suburbs, influencer events and ongoing database communications and website updates and refinements.Our creative24 The situation Developer Morgan and Hansen teamed up with Hughes to manage communication around approval for – and marketing of – its environmentally sensitive Verde mixed use residential, commercial and retail development in the near-city suburb of Kent Town. The development – the first in South Australia to use cross-laminated timber (CLT) in construction – incorporates 54 apartments, six SOHO residences and six commercial street frontage properties. Unique features in the development also included an internal private courtyard, central landscaped communal piazza, and its Trans4ma convertible space apartments Objectives Objectives set for the communications program included: § Developing and delivering a brand proposition showcasing Verde as a unique and desirable project; § Identifying and mitigating any risks associated with the project including any potential community opposition; § Building registrations of interest and sales leads; § Driving sales; § Establishing the credentials of Morgan and Hansen and joint venture partner FA Mamac to give all stakeholders, in particular buyers, confidence in the project; § Educating the South Australian market about the benefits of cross-laminated timber (CLT) and giving buyers confidence to purchase; and § Creating a positive environment to support the project launch. Elements Hughes was able to o ffer Morgan and Hansen an integrated solution which involved the consultancy developing and implementing a branding and marketing communication program that took the project seamlessly from planning to delivery. The communication strategy comprised the following elements in support of the client’s goal of generating positive project awareness; driving buyer interest and securing strong purchaser pre- commitments and included: § Project naming and brand positioning; § Development of a brand identity and all marketing collateral including logo development and design, registration and marketing websites, sales brochure, photography, onsite signage, architectural floor plans and plates and digital marketing materials; § Establishment of key messages to position the project appropriately with potential buyers, community, media, government and the property industry; § Development of a database development and engagement program to maximise interest in the project and pre-sales; § Production of video content to promote the key attributes of the development including the innovative Trans4ma convertible space apartments; § Publicity program to build the brand story through targeted media in local, state-based and national media outlets. Verde Hughes was able to o ffer Morgan and Hansen an integrated solution which involved the consultancy developing and implementing a branding and marketing communication program that took the project seamlessly from planning to delivery. 25 Results By managing the whole communications program, Hughes was able to control message delivery and timing to maximise results for Morgan and Hansen. The successful communications strategy for Verde resulted in: § The project being given planning approval with no public opposition; § Significant and targeted media coverage resulting in the development of a strong pre-launch database; § E ffective branding which positioned Verde strongly in the market and di fferentiated the project from its competitors; § Consistent website tra ffic and registrations of interest during the pre-launch phase; § 60% of apartments within the project were sold prior to the retail launch; § 85% of the apartments were sold prior to construction. VERDE KENT TOWNOur creative28 The Situation The Makris Group is South Australia’s largest privately owned retail property group with extensive property holdings in South Australia, New South Wales, Victoria and Queensland. In December 2014, the Makris Group sought to put forward a proposal for the development of its long- held and vacant high profile site at 88 O’Connell Street, North Adelaide. The “former Le Cornu site” had been the subject of numerous unsuccessful development proposals over more than 20 years, resulting in high levels of government, community and media scepticism and frustration. In addition, the site sits within an historic, low-rise residential environment fiercely protected by an active ‘heritage’ lobby. The Makris Group’s $200 million redevelopment plans for the landmark site feature a high-end shopping and restaurant precinct, multi-storey residential apartments from one bedroom through to luxury penthouses, commercial offices, and a boutique hotel, with the aim of injecting vitality in to one of the city’s most valued precincts. The Makris Group appointed Hughes to develop and implement a communications program to support the planning approval process including community consultation and promotion of the benefits flowing to the region and State – while also encouraging and facilitating the management of registrations of interest from potential tenants and purchasers. Objectives Communication objectives for the 88 O’Connell project included: § Fostering a community, political and media environment which supported planning and development approval; § Overcoming significant scepticism within the South Australian community about development of the site; § Managing sometimes ‘polarised’ debate to ensure balanced public and community views of the project; § Protecting and building Makris Group’s reputation as an Adelaide-based organisation committed to the development of a stronger South Australia; § Supporting demand for leasing and purchase decisions in relation to the project. Elements The communication strategy comprised: § Developing a video fly-through of the project; § Producing a 'contextual' video promoting the benefits of the project through interviews with project planners, designers and third party advocates (including retailers and property owners who were supportive of the project); § Briefing key influencers in Government, business, the community and media prior to public release; § Establishing a project information website including contextual video, virtual fly-through, project facts, feedback mechanism, and a marketing portal for online registrations of interest and database development; § Establishing a community consultation display in the adjacent North Adelaide Village shopping centre to complement online consultation; § Organising an information meeting for traders, property owners, heritage proponents and the local community; § Individual briefings of key influencers in the property and business communities; § Preparation of collateral to support public awareness of the project including media release, fact sheet, key messages, and frequently asked questions tailored to a number of stakeholder groups; § Timing the public (media) release of information to coincide with the opening of the Community Consultation Suite. 88 O’Connell The Makris Group’s $200 million redevelopment plans for the landmark site feature a high- end shopping and restaurant precinct, multi-storey residential apartments from one bedroom through to luxury penthouses, commercial offices, and a boutique hotel, with the aim of injecting vitality into one of the city’s most valued precincts.29 Results The results of the coordinated communication campaign in support of the community information and consultation program included: § Extensive, prominent and significantly positive coverage of the 88 O’Connell project proposal in local, state and national media; § Positive commentary from key opinion leaders including the CEOs of the Property Council of Australia, the Urban Development Institute of Australia, BusinessSA, Adelaide Lord Mayor Martin Haese and Premier Jay Weatherill – as well as media commentators; § An 85% approval rating from readers of The Advertiser as determined by an AdelaideNow online poll of up to 1000 respondents; § Overwhelmingly positive feedback via the project website; § Positive feedback via the project display in North Adelaide Village; § More than 60 online registrations of interest in the residential component of the project via the project website; § Strong interest received from international hotel operators before Sheraton chosen to operate a boutique hotel. The Development Assessment Commission approved the Makris Group’s plans in their entirety and with only minor modifications within six months.Next >