Communications as Ikor

CRM 과 Corporate Philanthropy  < ?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

 

제가 가장 평생 한번쯤 하고 싶다던 첫번째 PR 프로그램이 Corporate Philanthropy라는 걸 지난 번에 말씀드렸습니다. PR의 가장 큰 멋 중의 하나가 모든 사람을 행복하게 하는 Win Win 전략을 기반으로 한다는 겁니다. 이 종혁님도 홍보는 사랑이라고 주창하시는데 맞습니다. 홍보는 진실로 이세상 어떤 비지니스관련 서비스 중에서도 가장 아름답고 사랑스러운 행위입니다.

 

그중에서 또 가장 아름다운건 바로 이 Corporate Philanthropy일 겁니다. 우스갯말로, 회사 돈으로 사회사업하며 보람을 느끼는 일이죠.

 

이러한 프로그램은 일반적으로 굉장한 액수의 지출을 감수해야하고, 효과 측정 기간이 길고, 그 효과 향방의 예측이 모호하다(?)는데 가장 큰 경영진의 반대가 있습니다. 그러나, CP는 가장 인간적인 PR의 측면입니다. 이것은 가장 큰 효과를 발휘할수도 있다는 얘기지요.

 

그에비해서 CRM(Cause-related marketing)은 약간 단기적이고 마케팅적 목적이 더 강한 CP의 일종이라고 할수있습니다. 박애 의식을 기반으로 한다는 것에는 다름이 없지만, 그 목적 측면에서 CP가 기업의 Reputation이나 Image에 치중을 두는것에 비하면 약간 다릅니다.

 

하여튼 CRM이라도 남을 도울수 있다면, 그리고 우리 회사도 좋아질수 있다면 괜찮은 일 아닙니까.

 

우리나라는 별로 동네 의식이 (서울같은데서) 희박하지만, 미국의 경우는 동네에에 대한 신경들을 많이 씀니다. 교육세를 서로 집집이 걷어서 더 좋은 선생을 불러와 학교를 경영하기도 하고, 길도 놓고등등. 동네 이기주의가 많은 편이죠.

 

이런 의식은 각 회사들로하여금, 해당회사가 하나의 동네 주민과 같은 역할을 하게 만들었습니다. 한마디로 Corporate Citizenship이라고 하지요. 이 동네에서 우리회사가 돈만 벌어 떠나는게 아니라, 같이 울고, 웃고, 즐기고, 돕고, 도움받고하는 하나의 주민으로서 역할을 충실히 하는것이죠.

 

우리나라에 들어와 있는 여러 다국적 기업들에서 일하시는 홍보 인력들중에서는 미국 본사에서 하고 있는 이러한 형태의 CP프로그램들을 익히 들어 알고 계신 분들이 계실겁니다. 그러나, 아이러니컬 한것은 한국 마켓이 작기 때문에 그 회사들이 한국내에서 그와 똑같은 CP프로그램을 시행하기 주저한다는 겁니다. CP와 마켓 사이즈…

 

그래서 저는 일등 소비자로 “대접” 받기 위해서는 열심히 소비해야 하고 당당히 소리를 내야한다고 믿는 사람들 중의 하나입니다.

 

여러분들도 다 아시는 맥스웰(커피 브랜드)에는 하우스라는 접미어(?)가 붙지요. 이건 원래 집에서 구운 신선한 원두향을 담았다라는 뉘앙스 였겠지만, 맥스웰 홍보 팀과 세계적 PR 기린아 그룹 Ketchum(케챱이 아님,)은 여러 브랜드 위기를 극복하기 위해 참신한 CP(정확히는 CRM)프로그램을 성공적으로 수행하였습니다.

 

CP가 돈과 많이 연계되는 것이기 때문인지 조사나 Audit도 철저했고, 프로그램의 장대함이 정말 매력적입니다. 컨셉도 사랑스럽고..

 

한번 감상해 보시죠. 언제 이런 것 한번 같이 해보실 분들은 연락 주세요.. 한 10년 내에 크게 한번 같이 해보죠..

 

그럼 전 이만 .. “홍보!”

 

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Maxwell House Build A Home America

Maxwell House Coffee Company with Ketchum

 

SILVER ANVIL AWARDS ’99

 

OVERVIEW

For coffee drinkers, a cup of joe is an emotional experience. For 100 years, Maxwell House has tapped into that “Good to the Last Drop” feeling with ads depicting special coffee drinking moments at home shared by friends and family. True to its roots as “America’s Coffee,” recent advertising makes Maxwell House a natural part of the American landscape – turning up in communities across the country, evoking a warm feeling of home.

 

However, Maxwell House’s trademark positioning faced big threats in 1996. Community-based coffee bars popped up on every comer, as regional roasters and private labels proliferated on store shelves. To protect its franchise, Maxwell House hired Ketchum to develop an integrated marketing program that would fortify its image as a community-minded and caring brand, and thus, build purchase intent and maintain market share.

 

RESEARCH

 

Ketchum believed a cause-oriented partner with shared values could bring Maxwell House’s brand personality to life, touch an emotional chord with consumers, and ultimately help drive sales. Research substantiated this thesis.

 

Cause-Related Marketing (CRM): A 1997 Cone/Roper Repod showed CRM programs build customer relationships and solidify loyalty. A 1996 Roper Starch Study concluded two in three consumers consider corporate citizenship when choosing brands. Important takeaways: a)credibility is built through grassroots events, b)consumers respond when impact is visible and local, c)marketing integration magnifies reach and impact. Model programs that built sales and made an emotional connection were studied, including “Charge Against Hunger.”

 

Maxwell House Equity: Archival literature and brand equity studies were used to frame a portrait of the right partner. Considerations included the brand’s Nashville heritage and its century-old commitment to America, Family, and Home.

 

Charity Audit: Ketchum researched 14 national charities and non-profits and spotted commonalities between Maxwell House and Habitat for Humanity. Also founded in the South, the non-profit helps build homes for families in need by tapping volunteers in local communities. A partnership had the potential to make a real difference in the lives of American families by helping them realize the American Dream of owning a home – a true Maxwell House value.

 

PLANNING

 

Objectives: The competitive market and research findings shaped three objectives: 1) earn consumer recognition for being a caring, community-minded brand, 2) raise brand visibility that drives purchase intent, and 3) maintain market share

 

Audience: Coffee drinkers, 25-54, lower education/income, throughout the U.S.

 

Strategies: 1) Design a grassroots program to touch consumers and inspire hometown involvement; 2) Structure a groundbreaking national commitment to ensure relevant and sustainable news; 3) Integrate public relations, advertising and marketing efforts

 

Challenge: Stay sensitive to Habitat’s mission while asserting Maxwell House branding Budget: Maxwell House pledged $2 million to Habitat to fund construction of 100 homes. The integrated communications campaign ran several million dollars though an exact figure is deemed confidential.

 

EXECUTION

 

Strategy One: Design A Grassroots Program To Touch Consumers and Inspire Hometown Involvement

 

Ketchum created BUILD A HOME AMERICA (BAHA), a cause-related marketing program that set out to build 100 homes with 100 families in 100 weeks -a goal-oriented effort with appeal to consumers, the trade and the media. BAHA positioned Maxwell House as a brand making a difference in the lives of American families. Homes were built with “sweat equity” – hundreds of hours of labor put in by homeowner families and volunteers. Locally, Ketchum devised a grassroots initiative to attract volunteers and raise an additional $2 million in matching funds above the Maxwell House donation, increasing the total home-building power to $4 million. Nationally, consumers were encouraged to volunteer time, talent and resources to Habitat by calling a BAHA toll-free number. Ketchum strategically planned a 37-city building tour that targeted key MH sales markets where Habitat affiliates needed support. Additionally, to reach the 8% of MH consumers who are Hispanic, Ketchum trained bilingual spokespeople, adapted media materials and targeted Hispanic media in key MH markets.

 

Strategy Two: Structure a Groundbreaking National Commitment to Ensure Relevant and Sustainable News

 

100 Homes in 100 Weeks: On July 8,1997, MH announced an ambitious national initiative with Habitat.

 

Ketchum and Ogilvy & Mather targeted similar media outlets for maximum reach and impact. A heart-warming media kit, featuring releases, tour maps, and bios/photographs of the beneficiary families was distributed to print and broadcast reporters nationally. To maximize media attention, home-building events were tailored to each of the 37 cities by tying into community events, inviting local APs, and coordinating build activities with regional sales force activities and radio schedules. The most touching of celebrations was often a wall-raising ceremony in which the homeowner family was joined by BAHA volunteers, Habitat representatives, regional MH sales force and local government officials to construct and raise the first walls of a new home. In key markets, special events were staged to generate maximum media attention, including: a 12-hour overnight blitz build in order to avoid the sweltering summer heat wave in the southwest; all-women’s builds; and MH plant employee builds. For the completion of BAHA’s final three homes, representatives of the other 97 families were flown from around the country to Los Angeles to help the 98th, 99th and 100th families complete construction on their homes and celebrate the fulfillment of the program’s groundbreaking success.

 

Strategy Three: Integrate Public Relations, Advertising and Marketing Efforts

 

During the two-year campaign, four moving, national TV spots, created by O&M with input from Ketchum, conveyed the emotional impact of the program and captured the spirit of BAHA. Spots evolved, beginning with the first Habitat for Humanity volunteers and ending with vignettes of the homeowner families. BAHA was further promoted by two branded cafes that traveled across the country, visiting grocery retail accounts and offering volunteers coffee breaks at build sites. Serving free Maxwell House coffee, distributing coupons and product samples, the cafes served as information centers for BAHA, distributing literature and running inspirational videos. The MH sales force leveraged BAHA by inviting grocery retailers to participate in builds, make food donations, and promote BAHA and its hotline via store circulars. Every available external and internal marketing channel was utilized to maximize the brand’s investment in the program: PSAs, websites, FSIs, retail tie-ins, television and print advertising, radio promotions, publicity, sales collateral materials and employee communications. BAHA and the toll-free hotline were also heavily promoted through on-pack messaging on every can of Maxwell House coffee.

 

EVALUATION

 

GOAL 1: Earn Consumer Recognition for Being a Caring, Community-Minded Brand

 

A year into BUILD A HOME AMERICA, consumers ranked Maxwell House’s”active role in the community” as its second most important defining attribute, scoring four times higher than closest competitor Folgers (in a 1998 Millward Brown brand profile study commissioned to evaluate the BAHA program). Of 13 attributes tested, “caring brand” ranked fourth, again scoring three times higher than Folgers. The BAHA program clearly touched an emotional chord with consumers, motivating 70,000 volunteers from communities in 37 cities to participate in building homes. The hotline received over 40,000 calls, helping to generate more than $3.2 million in matching fund – $1.2 million more than the goal. Twenty-six mayors proclaimed Build A Home America Day in recognition of the positive impact the program made in their cities. Consumers responded favorably. Said one: “Its wonderful that a big corporation like Maxwell House would do such a wonderful thing. I want to get involved.” At one cafe retail visit a consumer bought 18 cans, saying, “My entire family drinks Maxwell House and I know they would want to support this program.”

 

GOAL 2: Raise Brand Visibility that Drives Purchase Intent

 

Fifty eight percent of non-Maxwell House drinkers said they were more likely to try Maxwell House in the future following exposure to BAHA advertising, a significant 24% increase over the brand’s average for prior tested commercials. National BAHA television spots reached 90% of the brand’s target generating over 1,600 GRPs. Strongly branded publicity reached 300 million consumers: 190 million broadcast impressions included two segments on “The Today Show,” a two-minute piece on “CBS This Morning,” and an in-depth segment on “EXTRA.” Helping to drive purchase intent, Oprah Winfrey saluted Maxwell House twice, saying Build A Home America is what corporations should be doing.” Winfrey awarded Maxwell House’s president with an Oprah Angel Network Award. Three in four TV affiliates in each build market gave BAHA emotionally riveting coverage, as did daily newspapers in every market. Print accounted for 110 million impressions, including The New York Times, USA Today, Family Circle, Woman’s Day, Country Living, and Essence. Hispanic outreach generated another 4 million impressions, including stories on Telemundo and Univision.

 

GOAL 3: Maintain Maxwell House Market Share

 

Maxwell House credits the integrated power of public relations, promotions and advertising with maintaining market share at a particularly competitive time. BUILD A HOME AMERICA increased pound sales of Maxwell House by an average of 2.4% during the week period surrounding key BAHA builds, according to an ACNielsen study designed to measure the volumetric impact of BAHA. Reaching consumers at point-of-purchase, the BAHA cafe visited more than 260 retailers, spurring consumer response. The sales force reported improved relationships with accounts, thanks to BAHA’s business-building retail promotions and opportunities for cooperative investment.