CAMPAIGNS

Integrated Marketing

Integrated Marketing

Integrated Marketing



Kia Motors uses theme of Y2K Client: Kia Motors America (Irvine, CA)



PR Team: Pacific Communications Group (Torrance, CA), Goldberg Moser

O’Neill (San Francisco)



Campaign: Yes2Kia



Time Frame: April to August 1999



Budget: dollars 15,000





To cut through the clutter in television advertising, Kia Motors America

uses ’car commercials that don’t look like car commercials.’ That’s how

Dick Macedo, Kia’s executive vice president of marketing and sales,

describes them.



Kia and its PR agency, Pacific Communications Group (PCG), reasoned that

it could extend Kia’s new ad campaign’s reach by publicizing the

promotion before the ads aired. With not much more than a month of lead

time, the PR strategy was to gain the most leverage from the advertising

campaign. The series of ads claimed that ’Y2K’ really stands for

’Yes2Kia’ and advised consumers not to worry about imminent disaster as

the millennium arrives; instead, they should say ’yes’ to a new Kia

Sephia or Kia Sportage.





Strategy



Because Kia has always taken a humorous and sometimes satirical approach

to consumers in its advertising and marketing, Kia PR Manager Geno

Effler and PCG decided on a similar approach with the media: a whimsical

public relations package that echoed the ’Don’t fear Y2K’ theme.



The company had finished its market-by-market expansion across America

earlier in the year. So the strategy called for ’Yes2Kia’ publicity to

reach beyond the traditional US marketing and advertising hubs and to

extend it to other markets. Marketing and automotive writers were

targeted for packages.





Tactics



With only a month to plan the theme, design the publicity package and

deliver it to a target of 500 key media people nationwide, Kia, PCG and

San Francisco ad agency Goldberg Moser O’Neill engaged in simultaneous

engineering of the campaign.



Since one of the ads, ’Bomb Shelter,’ concerned stockpiling, the Kia

’Y2K Survival Kit’contained a roll of toilet paper emblazoned with a Y2K

sticker - this conveyed a level of satire consistent with the

commercials.



The box also included a videotape of the upcoming spots, an ad slick

showing one of the supporting print executions and a press release

describing the entire ad campaign.



The targeted date of delivery of the 500 Y2K kits was April 30, two days

before the ads were set to break nationally - enough time to allow the

press to report on the spots but not so much time that they would be

’old news’ when they finally appeared. ’Timing was absolutely crucial to

this strategy,’ Effler says.





Results



The Y2K story took on a life of its own. By making it easy for

journalists to reach company executives for comment, Kia found itself

mentioned in a dizzying array of ’Yes2Kia’ campaign stories, as well as

Y2K stories that were not advertising-oriented.



Since the publicity and advertising campaigns revolved around a popular

issue, Kia’s Y2K efforts gained multiple stories in national media,

including The Wall Street Journal, Reuters and USA Today; ad and

industry trades such as Advertising Age, Adweek and Automotive News; and

major market papers including the Chicago Tribune and Houston

Chronicle.



Results of the public relations effort are still coming in. Preliminary

figures, however, indicate that the campaign reached more than eight

million readers in print alone, with additional millions hearing Kia’s

name in radio and television coverage relating to Y2K and ’Yes2Kia.’





Future



Since the ’Yes2Kia’ promotional campaign resulted in two of Kia’s

biggest sales months ever, and the momentum has continued, Y2K might

still be in Kia’s future even after the calendar changes to 2000.



Al Hattal





CAUSE-RELATED MARKETING



Lee teams with breast cancer



Client:The Lee Company (Merriam, KS)



PR Team: Barkley Evergreen & Partners Public Relations (Kansas City,

MO)



Campaign: Lee National Denim Day



Time Frame: January 1999 to October 8



Budget: dollars 400,000





Dress-down day has been around for over 10 years now, and some claim it

was Levi’s that started it all. But for the past four years, dress-down

day has become a cause-related PR event for Lee jeans. For dollars 5,

you can wear jeans to work and raise money for breast cancer research.

That was the concept developed for Lee by PR agency Barkley Evergreen &

Partners (BE&P). Lee is the top-selling brand of jeans for women.



Going into the fourth year for Lee National Denim Day, the company’s

goal was to increase the number of participants and the amount of money

for the Dallas-based Susan G. Komen Breast Cancer Foundation.



People sign up to pay for the freedom to wear jeans to work (in 1997,

Chicago employees of Andersen Consulting wore jeans to work for the

first time ever). The first year, the event had 250,000 participants and

raised dollars 1.4 million. Last year, one million people participated

in Lee National Denim Day and raised dollars 5.5 million.





Strategy



The original strategy of cause-related marketing was chosen because in

addition to raising awareness about breast cancer, the message is that

Lee is a good brand and one that does good in the world - it’s a leader

in the fight against this potentially fatal disease.



Each year, Lee picks a celebrity spokesperson. This year Patricia

Arquette was chosen. Arquette lost her mother to breast cancer two years

ago and was going public with the story for the first time. According to

John Novaria, BE&P account supervisor, Arquette was a great match for

the agency’s objectives. ’We look for someone who’s really visible,

someone who can take our message to places we wouldn’t be able to get it

to necessarily,’ Novaria says.





Tactics



Throughout the summer and fall, with the help of Arquette’s publicist,

BE&P booked the actress on The View, Conan O’Brien and

E!ntertainment.



Getting the charity mentioned along with Arquette’s recent films is

tough.



’It’s really a matter of establishing relationships with the editors of

those programs,’ Novaria remarks. Other prominent national placements

were feature stories in InStyle and Extra magazines. A print ad

spotlighting Arquette appeared in seven national media outlets,

including People, Glamour, Self and USA Today. The copy was a call to

action from Arquette, saying: this killed my mother, please help us and

register for National Denim Day.



Meanwhile, BE&P mailed a letter from Lee to about 11,000 companies that

had previously participated, asking them to get their employees to sign

up again. People could register at the www.denimday.com web site or via

a toll-free number.



Five press releases, targeting 500 mostly daily newspaper health and

beauty editors and local TV stations, were sent out starting in the

spring and ending with one sent on October 8, trumpeting the campaign’s

success.



In a final push 10 days before the event, Arquette went on a radio tour

and was heard interviewed in the top 20 markets during morning rush

hour.



The week of Denim Day, BE&P launched three VNRs, which included B-roll

and sound bites from the previous year’s campaign.





Results



This year’s campaign exceeded expectations, bringing in an estimated

dollars 6 million donated by 1.5 million denim-wearing workers. Denim

Day drew 100 billion media impressions. Novaria says the letter to past

Denim Day participants pulled best, followed by the print ads and

Arquette’s radio spots.



The event is the largest single-day fundraiser for breast cancer in the

nation. ’I could never say the campaign has increased sales,’ admits

Kathy Collins, vice president of marketing at Lee Apparel. ’We do see a

slight increase in September and October. But what it’s done is

associate Lee with breast cancer and that’s what we wanted to do.’





Future



In a couple of months, BE&P will begin work on next year’s campaign,

trying to break the record again. Meanwhile, Denim Day continues to make

a difference.



Kris Oser





COMMUNITY RELATIONS



Wireless vendor links to safety Client: Omnipoint (Bethesda, MD)



PR Team: Toplin & Associates (Philadelphia)



Campaign: Youth Education for Safety (YES) Time Frame: June through

September 1999



Budget: N/A (dollars 7,000 for materials)





While violence in the classroom is a major national concern, equally as

important is protecting children traveling to and from school, on

playgrounds and on field trips.



The PR team at Philadelphia-based Toplin & Associates turned this safety

concern into an effective community service campaign that not only

raised the profile of its client, Omnipoint, in an important urban

market, but also benefited local schools.





Strategy



The idea for Omnipoint Youth Education for Safety (YES) came when agency

head Ellen Toplin took note of a new state law that provided grant money

for initiatives to ensure safer schools. Among the measures suggested in

the legislation was the use of telecommunications to improve student

safety.



Toplin developed the YES program working with account executive Jennifer

Bilotta and Omnipoint mid-Atlantic marketing communications manager Lisa

Steinberg.



The program works with the Philadelphia school district and police

department to provide safe corridor volunteers in schools, on

playgrounds and along routes heavily traveled by students. Omnipoint

donated 23 phones and the wireless service for use by the volunteers,

mostly parents and other family members.



Two schools were used in the pilot project. ’The media advisory that

notified the local press about the kick-off event was written using the

letterhead of the school system to let the press know it was supported

by the schools,’ Bilotta says.





Tactics



The YES program kicked off with a September 21 event at one pilot

school.



Since it was a community-based program, Toplin focused on local

press.



Two weeks before the event, Bilotta mailed media kits to newspapers, TV

and radio stations. Attendees included the Philadelphia chief of police,

school officials, parents, students and Omnipoint executives. Also on

hand was the Omnipoint mascot, a six-foot parrot, who passed out prizes

to students.





Results



The program resulted in solid local media coverage. Three newspapers,

including The Philadelphia Inquirer, ran stories with photos of the

kick-off event. Six local television outlets covered the story on their

evening news programs. Four radio stations, including the leading talk

radio station, did live remotes. All the coverage mentioned Omnipoint’s

participation.



The publicity spurred principals at other Philadelphia schools to call

Ominpoint to inquire about joining the program. More importantly, YES

raised Omnipoint’s visibility in the community. . ’In some respects we

may have neglected (Philadelphia) a little recently, so it was really

nice to bring a public relations effort to an area where we had built

our roots two years ago,’ Steinberg says.





Future



The results of the YES pilot program are being evaluated, with the

number of incidents involving students at the participating schools

being compared to previous years to note any reduction. But Steinberg

and Billota said interest from other schools makes it very likely that

the program will be expanded in the coming months.



David Ward.



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