The media market is a crowded place, so for a regional outfit to create noise above the rest is a real challenge - particularly when the target audience is primarily business and media journalists, and most London-based journalists hold a poor view of regional media.
This meant the Propeller team had an interesting task on its hands.
Sensibly, it conducted background research revealing very low unprompted brand awareness, successfully illustrating that any coverage it achieved was going to be an improvement. Recognising the lack of story, Propeller wisely identified three or four news hooks to generate coverage and tailored them to their two targets - media trade outlets and national business journalists.
'Team of the Week' interviews with the new CEO and the Product of the Month stunt all seemed to work well. I suspect that much of their success was due to persistence. However, the campaign really started to fly when Archant beat the Daily Mail Group in its bid to buy the Independent Group's London newspapers - that was the hard news the campaign needed to build further momentum.
My one question is whether there should have been a single umbrella theme and creative idea that could really start to build a long-term brand image - if there had been then broadcast coverage might have been achieved sooner.
The team had thought hard about how they were going to measure the success of the campaign. The challenge now will be to take the campaign to the next stage of brand building - and whether Archant can truly be perceived as a major media brand remains to be seen.