30 CATEGORY 18: Best internal marketing campaign
WINNER:GLH Green Team AGENCY:WUNDERMAN CAMPAIGN:‘GREEN POSTERS’
reater London House GLH is a good example of how a once forgotten building can continue to be of operational value in the 21st century. Following an impressive refurbishment, it currently plays host to 12 companies working in a diverse range of fields including fashion retail, marketing and the public sector.
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Each company operating from GLH does so according to its own individual environmental policy. But the building itself is also subject to an additional set of policies relating to waste and energy management. Clearly these targets would be easier to achieve if there was a more uniform environmental policy, adhered to by all tenants; hence the need for Wunderman’s ‘Green posters’ campaign. The campaign had to engage a wide range of staff working at different levels and in different industries, communicating the importance of behaving in a more environmentally-conscious way. It required a creative concept around which all environmental messaging would be communicated and, ultimately, it had to create a change that saw the building reduce waste and increase recycling. The campaign was going to rely on its ability to communicate the message that everyone working in the building, from the cleaners through to senior management, had an important role to play, and that going green can actually be quite good fun.
It was decided that a poster campaign around the building would be a useful engagement tool. The posters took a variety of facts relating to the building's wastage and visualised them in an original, creative way. The posters were placed in strategic areas within the building, for example posters relating to waste paper were placed next to the printers.
incorporated into the subsequent emails. Green events were held in communal areas to create a fun and rewarding atmosphere for environmental messages to be communicated. They included a ‘Rubbish art’ event where guests created artwork from materials such as old carrier bags and clothing, which fostered a collective mind- set, emphasising that everyone in the building was pulling in the same direction. The campaign initially ran for one month, right before the national ‘Green week’. But the resulting activities became so popular they spilled into the following two months. The ‘Green team’ emails are now a regular bi-monthly occurrence. And the statistics speak for themselves. The campaign poster served to generate awareness, and there was no shortage of interest with 1476 people out of 3000 subscribing to the Green Team emails. As a result of the campaign,
Emails were sent out on a regular basis covering a variety of green topics and introducing the idea of the ‘Green Team’. The tone was light and non-judgmental and offered interesting and simple tips on how to become ‘greener’ in your daily life. Readers were encouraged to contribute their own tips, which were then
consumption of paper at GLH was reduced by 23 per cent, 70,000 pieces of disposable plastic cutlery (annually) were replaced with permanent metal cutlery, 76 per cent of personal waste bins were removed and replaced with recycling bins and a total of 177,950kg of carbon dioxide (which is the equivalent of 1595 trees) has been saved. In summary, the scheme changed the collective attitude towards the environment in GLH to one of positive involvement. And crucially, it was achieved within three months.
RUNNER UP:Colt AGENCY:THE STORYTELLERS CAMPAIGN:‘SMARTER/FASTER/FURTHER’
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In order to continue to grow, Colt sought to add differentiated service offerings to its portfolio by focusing on managed services, a more complex market segment that commands higher margins than the areas it previously operated within. It required a fundamental business shift, from being product-led to service-led.
As part of its strategy to develop a compelling service proposition behind the revitalised brand, the ‘Smarter/faster/ further’ campaign was designed to engage 4500 Colt employees. Successfully engaging employees that had been at the company for a long time would be a key
stablished in 1992, Colt is a telecomms network enabling its customers to share, process and store vital business
barometer of the campaign’s success. Designed to embed strategic change into the hearts and minds of employees, a series of storytelling events, which featured an interactive ‘StoryMap’, a powerful visual identity, proof points and personal stories, took place. Each country manager hosted a story presentation and supported by a member of the executive team and an ambassador. Every single member of Colt staff heard the story and was engaged in a ‘connection conversation’ so they understood, subscribed to and were inspired by it. The campaign, which ran for one year between July 2009–10, was a great success. All 4500 employees heard the story, and as a result 98 per cent of leaders had a better understanding of where Colt was heading,
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and understanding of strategy and change increased by 20 per cent. Rakesh Bhasin, CEO at Colt said, “I’ve never seen the organisation so energised. To see change happening in such a short space of time – and in such a consistent, aligned way across the whole organisation – is a remarkable achievement. Our story has become a guiding light for everyone. I couldn’t be more delighted with how people have responded to this call-to-action.”
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