Bloomberg Government Promo, Case study CAPITAL MEETS CAPITOL by Fleishman Hillard

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CAPITAL MEETS CAPITOL

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Industry Online Press, Media & Information
Media Promo & PR, Case study
Market United States
Agency Fleishman Hillard
Creative Director Marc Dionne
Art Director Allen Hopper
Designer Will Bates
Released March 2011

Credits & Description

Category: Best Integrated Campaign Led by PR
Advertiser: BLOOMBERG GOVERNMENT
Product/Service: SUBSCRIPTION BASED RESEARCH TOOL
Agency: FLEISHMAN HILLARD
Account Lead: Kathy Baird (Fleishman Hillard)
Account Strategist: David Mackay (Fleishman Hillard)
Account Manager: Rebecca Clayman (Fleishman Hillard)
Creative Director: Marc Dionne (Fleishman Hillard)
Art Director: Allen Hopper (Fleishman Hillard)
Motion Graphics Director: Andrew Mcclellan (Fleishman Hillard)
Video Production Director: Michael Adolph (Fleishman Hillard)
Creative Strategist: Steven Kostant (Fleishman Hillard)
Media Strategist: Larry Everling (Fleishman Hillard)
Digital Media Strategist: Matt Navitsky (Fleishman Hillard)
Digital Strategist: Coleman Hutchins (Fleishman Hillard)
Digital Strategist: Dan Horowitz (Fleishman Hillard)
Social Media Strategist: Rachelle Lacroix (Fleishman Hillard)
Creative Strategist: Peter Quinn (Fleishman Hillard)
Designer: Will Bates (Fleishman Hillard)
Production Artist: Bryan Whitson (Fleishman Hillard)
Senior Motion Graphics Designer: Yan Goldschmidt (Fleishman Hillard)
Senior Motion Graphics Designer: Will Mchenry (Fleishman Hillard)
Video Producer/Editor: Lydia Sullivan (Fleishman Hillard)
Video Editor: Vicky Chao (Fleishman Hillard)
Media placement: Digital - - January 2011
Media placement: Earned Media - - January 2011
Media placement: Paid Media - - January 2011
Media placement: Social Media - - February 2011
Media placement: Blog - - February 2011
Media placement: Experiential Event - - March 2011
Media placement: Mobile Marketing - - March 2011

Summary of the Campaign
Washington, D.C. is a fast city and in 2010 the speed increased. This traditional government town was quickly becoming a hotbed for business decisions and labelled as 'the new Wall Street'. C-level executives and their staff descended on the nation’s capital seeking immediate information and access.

With a variety of trusted resources available, any new product would have to break through an entrenched establishment. Enter game changer, Bloomberg Government, BGOV, an innovative technology providing actionable intelligence to this market. As with any rapid and disruptive evolution, there were challenges.

First, there was an abundance of information, government reports and data competing for the audience.

Second, government news services were shifting to deliver critical business insights.

And finally, established products were offering trials and discounts. Despite the many services available, making sense of this information was another story. And a story that Bloomberg identified. BGOV sought to penetrate this market, cross-cut the competition and position itself as the go-to resource for understanding the business implications of government activity.

To capture the awareness of key audiences already inundated with competitive messages, BGOV required an impactful and creative approach. The product required an introduction that differentiated it from competitors, placed BGOV firmly in the mindset of audiences, inspired interest and lead generation and ultimately trials and purchase. It was clear that integration through multiple channels was needed to announce a new player in Washington, D.C. and a surround-sound media strategy that centred on 'a day in the life' of a busy Washington influencer.

The Situation
Primary research identified the audience as executives, government officials, contractors and lobbyists. While all required information, most were using competitive products that offered just 1 or 2 of the facets BGOV did.

Additionally, this audience had a busy agenda. Scheduling just 30 seconds to deliver a message, create interest, and drive leads would be tough. BGOV therefore required a campaign with multiple touch points to reach audiences in strategic locations and times throughout the day. 'A day in the life' of this audience required finding them at their most 'available', between meetings, commuting to work and networking with other influencers.

The Goal
The goals for BGOV’s launch included:

• Building awareness with audiences and positioning the product favourably among its competitive set;

• Driving cost-effective and qualified leads;

• Positioning the website as the campaign hub, driving traffic, encouraging repeat visits and form submissions.

The audiences included a cross-section of Washington, DC influencers: business executives, government officials, hill staffers, small business contractors, and lobbyists. Primary research showed that each target would have specific needs from an information product, would require a compelling reason to switch from other products and would need a distinct value proposition from BGOV in order to take notice.

The Strategy
The campaign would require: first, the ability to gain the attention of this busy audience; second, the message would need to cut through the clutter and position BGOV as the superior resource; third, the channels used to reach this market would need to meet audiences where they lived, commuted, worked and played.

The strategy would centre on a 'day in the life' of a Washington, D.C. influencer, delivering messages through multiple touch points and integrated media solutions, social media, earned media, events, mobile and digital initiatives and paid advertising. BGOV would surround the D.C. market with a takeover that greeted audiences on the radio as they drove to work, in interactive messaging as they exited subways, in top-tier business publications they read on the train, and with street teams available in key locations to deliver more information. An integrated media effort propelled BGOV to the Washington, D.C. stage.

Execution
The program included digital, mobile and social media: www.bgov.com, @BGOV blog, Facebook, Twitter, LinkedIn and QR codes. Earned media was consistent throughout. Paid media included print, digital, radio and out-of-home placements. Supporting tactics included events and sales collateral.

Paid media in Q4 2010 built initial awareness. This culminated with an event at Union Station in March 2011 where out-of-home wall projections, QR codes, and street teams engaged audiences with targeted offers.

Tactics and campaign optimisation produced outstanding performance and included:

• Out-of-home messaging at commuter stations;
• Earned media including Politico, American Journalism Review, Government Services Insider, Washingtonian, etc.;
• Social media including @BGOV blog, Facebook, Twitter and LinkedIn;
• Video of product demonstrations, customer testimonials and audience-specific benefits;
• Geo-targeted paid search, LinkedIn and online ad network programs;
• High profile digital ad placement;
• Mobile advertising;
• Sports radio advertising timed with NCAA Tournament in Washington, D.C..

Documented Results
In a highly competitive information product marketplace, the BGOV brand was successfully launched and continues to deliver results.

The results for the launch campaign over a 6-month period included:

• Increased awareness of BGOV among target audiences, reflecting favourable positioning of the product among its competitive set:
- Qualified sales leads increased during the campaign;

• Cost-effective, qualified leads driven to the BGOV sales team:
- Reduced average cost per lead by 50%;

• BGOV website positioned as the campaign hub:
- Achieved a 12-fold increase in weekly website visits and a 5-fold uptick in weekly page views.