Client: Shell International
PR Team: Weber Shandwick Manchester
Campaign: Breaking new ground in mining
Timescale: September 2001 - ongoing
Part of Shell's international growth plan is to build its sales in eight key industrial markets. The brand is best known for its global retail presence and so needed to devote significant resources to trade marketing in order to reach key buyers.
It was decided to start with the mining sector - a $200bn global market dominated by the BP, Mobil and Castrol brands. Although Shell has produced fuels and lubricants for the industry, it had never specifically promoted them until this campaign. Its success was crowned when it won the IPR Award in the Integrated Campaigns category.
The principal aim was to raise sales of Shell's mining products. It was felt this would be achieved by targeting mining engineers to convince them of Shell's global expertise and resources, and ability to offer consistent service worldwide.
The campaign had to engage Shell's local sales staff, gain Shell a greater share of voice in key trade publications. A further objective (whatever your view of AVEs) was to earn back Weber Shandwick's fees in the AVE of coverage. Shell also briefed the WS team to come up with a campaign that could eventually be used across all eight industrial sectors.
Strategy and Plan
Faced with briefing J Walter Thompson on concepts for advertising and sales promotion, as well as the creation of a trade press campaign, WS first went to Australia, South Africa and South America to talk to mining engineers and discover how the relationship between engineer and supplier works.
Three major issues in the mining industry were identified - the need to control the total cost of operations, a focus on health and safety, and increased outsourcing of non-core activities.
This research was followed by a media survey at MineXpo in Las Vegas to see how Shell was perceived in relation to its competitors.
The agency was then able to advise JWT that Shell's global 'waves of change' advertising imagery would need some adjustment to be appropriate for this campaign. The two agencies collaborated to make sure the trade press campaign reflected the values of the advertising. The campaign was devised to show how Shell could help on each of the three major mining issues.
WS designed a testimonial pack with case studies and a magazine looking at general mining issues for the Shell sales teams to use, as well as a mining internet portal.
Measurement and Evaluation
Over the six months to February 2002, Shell has received a 33 per cent higher quantity of coverage than its competitors in mining publications. Eighty-five per cent of this coverage has contained at least two of Shell's key brand messages. Based on circulation of these titles, over 500,000 mining engineers have had an opportunity to learn more about Shell. The campaign also paid back financially - the AVE of the coverage is slightly more than WS's fees.
Since the campaign started, 104 new business leads have been generated for Shell. Also, because of the internal support for the mining campaign, Shell is now rolling the programme out to its other seven industrial markets - with WS's help.