Here was Big's approach:
- All media were executed with the same creative concept
- "a seat for the rugby" - a single strong visual image
with change-out headlines specific to the medium or the
target audience
- Traditional media such as press, magazine, billboard
and radio drove awareness
- DM & email to existing and prospect databases delivered
relevant, targeted, response-driven communications
- The website www.rugbyseats.co.nz
was a resource for further information
- An unbranded viral email was also initiated to create
word of mouth and interest among an informal network.
- Bookings were done through 0800 calls and fax to RedTickets
The first burst included press, billboards and letterbox
drops timed for the end of the World Cup, and ran for 2-3
weeks. The production process was flexible so certain campaign
elements (eg, DM activity) that would have rolled out to leverage
an All Blacks success, were held back until the New Year after
the semifinal loss. Despite this, well over 1000 new memberships
had been sold by Christmas.
The second burst started in mid-January, timed to coincide
with the lead up to the new Super 12 season. It included the
same media elements as the earlier activity but added radio,
and had a strong direct mail and email component.
Direct Mail was sent to three group: Small businesses, people
who had bought match tickets to two or more games in 2003
but were not members, and rugby club members (as key stakeholders
they were given a special offer).
Email was sent to participants of Virtual Super 12 and Virtual
Super NPC based on their location and their support of either
the Blues (Super 12) or Auckland (NPC). Rather than coming
from Auckland Rugby, these messages were delivered in the
livery of the respective Virtual competitions as the relationship
and the permission to contact the participants already existed.
At the core of the programme was www.rubgyseats.co.nz
which was developed for several reasons:
- The web was a cost-effective way to present more information
to the target audience and educate them on the benefits
of becoming a member
- Auckland Rugby could avoid the cost of producing printed
fulfillment material
- The press ads and other material could be kept relatively
simple - enough information to make a purchase decision
but not so much detail as to turn an ad into a brochure
- It also provided the ability to track unique visits to
the site and gauge media effectiveness. Web traffic could
then be overlaid/compared with the sales figures
As the cut-off date for new members approached, the responses
soared. In the last two weeks alone over 1000 new members
signed up.
It's impossible to single out one channel as more effective
than the others. The success of the campaign was rather the
result of multiple channels with a clear call to action and
reminder communications to overcome inertia.
This campaign demonstrates that integrated communication
programmes don't have to be complex or use sophisticated technology.
If you have a good offer and you do something that you know
will work then you are on to a winning strategy.
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