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Key success factors for cause- related marketing
Do the SWOT analysis of the Cause-Related Marketing: 3M as a Corporate Sponsor of the Canadian Breast Cancer Foundation . SWOT analysis is a strategic tool to map out the strengths, weakness, opportunities and threats that a firm is facing.
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Laurie Dudo wrote this case under the supervision of Professor Allison Johnson solely to provide material for class discussion. The
authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised
certain names and other identifying information to protect confidentiality.
Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written
permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies
or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University
of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca.
Copyright © 2011, Richard Ivey School of Business Foundation
Version: 2011-03-18
INTRODUCTION
On April 14, 2010, Sherry Browne, brand manager for Post-it brand products at 3M Canada Company
(3M), was in her office in London, Ontario. She needed to determine how to further activate 3M’s
corporate sponsorship relationship with the Canadian Breast Cancer Foundation (CBCF, or the
Foundation) through a partnership with this brand. Her marketing communication campaign for 2009 had
been very successful. The goal of the 2009 Post-it marketing plan had been to exceed sales and income
targets and to strengthen the brand by creating a strong integrated marketing communications plan,
focusing on marketing plans that drove retail business growth, and to do this, the budget for the brand
spend was increased from 3 per cent of sales to 10 per cent of sales for the next five years (by 2013).
However, Browne needed to determine the best approach for her 2010 campaign.
3M Canada had been a corporate sponsor of the Canadian Breast Cancer Foundation since 2005. The
cause-related alignment had been initiated by Chip Allan, 3M’s previous vice president of Consumer and
Office. Allan had been aware that 3M’s U.S counterpart was utilizing a cause-related marketing strategy
with a well-known breast cancer charity. He encouraged the brands to align with a social cause through
product donations and sponsorship. In fact, Browne had worked in the public relations department during
that time and had been involved in determining which charity 3M should support at the brand level. Breast
cancer was an issue that was important to the organization, and one that affected the main target markets of
both 3M and the Post-it brand, women between the ages of 18 and 54. This target market represented the
main purchasers of supplies, both in the household and in the office environment. Similar to 3M’s U.S.
counterpart, Allan believed that 3M Canada had an opportunity to employ the cause-related marketing
strategy in Canada.
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CAUSE-RELATED MARKETING: 3M AS A CORPORATE SPONSOR OF
THE CANADIAN BREAST CANCER FOUNDATION
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CAUSE-RELATED MARKETING
According to a 2007 survey of American consumers by Cone Inc., 87 per cent of consumers were likely to
switch from one product to another (quality and price being equal) if the second product was associated
with a good cause,3 which was an increase from 1993, when 66 per cent of consumers said they would
switch. It was reported that brands that engaged consumers emotionally sold higher volumes and could
command prices as much as 20 to 200 per cent more than their competitors.4 Thus, consumers and
stakeholders could become ambassadors for the cause, the company, and the service or product. Many
companies had utilized this strategy, and 3M was no exception.
3M CANADA COMPANY
3M was fundamentally a science-based company that produced thousands of imaginative products and was
a leader in scores of markets, from health care and highway safety to office products and abrasives and
adhesives. The company’s success began with its ability to apply technologies — often in combination —
to an endless array of real-world customer needs.5 3M had operations in more than 60 countries, and 2008
global sales of $25 billion. International (non-U.S.) sales accounted for $16.1 billion. 3M products were
sold in nearly 200 countries, and the company employed 79,000 employees globally.6
In Canada, 3M was established in 1951, and its Canadian headquarters were located in London, Ontario.
The company had eight manufacturing facilities across the country and employed 1,800 employees.7 3M
was known for such brands as Post-it, Scotch, Scotch-Brite, Scotchgard, Nexcare, Filtrete and Scotchprint.
The Post-it brand included Post-it notes, flags, easels, writing instruments (i.e., Flag Pens) and dispensers
for notes and flags.
3M’s Corporate Values
3M’s values included being committed to community giving and being proud to support the communities
in which its employees lived and worked. To ensure it had the greatest impact, 3M focused its giving
strategy to include education, health and human services and the arts.8 The company’s four main values
included providing investors an attractive return through sustained, quality growth; satisfying customers
1
“Cause Marketing,” Consumer Marketing 2009 Research Report, Richard K. Miller & Associates, Loganville, GA, p. 23.
Ibid.
3
Ibid.
4
Ibid., p. 24.
5
3M
Canada,
“Who
We
Are,”
available
at
http://solutions.3mcanada.ca/wps/portal/3M/en_CA/about3M/information/about/us/, accessed March 10, 2010.
6
Ibid.
7
Ibid.
8
3M Canada, “Community Program,” available at http://solutions.3mcanada.ca/wps/portal/3M/en_CA/about3M/information/corporate/responsibility/social/, accessed March 10, 2010.
2
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Cause-related marketing, also known as cause marketing or cause branding, was defined as “a business
strategy that helps an organization stand for a social issue(s) to gain significant bottom line and social
impacts while making an emotional and relevant connection to stakeholders.”1 This powerful, multidimensional strategy built brand equity, cultivated trust, enhanced reputation, improved society and
positively influenced stakeholder behaviour by maximizing and integrating community relations,
philanthropy, human resources and marketing.2 This marketing strategy involved the cooperative efforts of
a not-for-profit and a for-profit business, with both parties benefiting.
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with superior quality, value and service; respecting the social and physical environment; and creating a
company employees were proud to be part of.9 Thus, becoming a corporate sponsor fit with 3M’s values
and culture.
The U.S. 3M company had many cause-related marketing initiatives, such as its corporate sponsorship of
Susan G. Komen for the Cure, the world’s largest breast cancer charity, which had its headquarters in
Dallas, Texas.10 Allan thought that the Canadian division could support the cause in Canada. Also, because
the U.S. company had created specific products for the cause, these products could be leveraged in the
Canadian market to complement 3M Canada’s product portfolio.
However, Allan and 3M wanted to mitigate the risk of being seen as participating in pink washing, the
phenomenon of a corporation creating an alliance with a charitable cause more for the intention of boosting
its sales and corporate image and less for the intention of helping a worthwhile cause.11 Some viewed pink
washing as a result of the commercialization of breast cancer awareness in the absence of asking tough
questions about who really benefited from a pink ribbon product.12
Allan and his team needed to consider the risk the pink-washing effect when determining its potential
partners. The team had narrowed the candidates to two non-profits: the Canadian Breast Cancer
Foundation and Rethink Breast Cancer.
CANADIAN BREAST CANCER FOUNDATION
Established in 1986 by a devoted group of volunteers, the Canadian Breast Cancer Foundation was the
leading national volunteer-based organization in Canada dedicated to creating a future without breast
cancer. The Foundation worked collaboratively to fund, support and advocate for relevant and innovative
research, meaningful education and awareness programs, early diagnosis and effective treatment, and a
positive quality of life for those living with breast cancer.
CBCF raised funds through corporate sponsorships, donations, special events and, most notably, through
the annual Canadian Breast Cancer Foundation CIBC Run for the Cure. Fundraising enabled CBCF to
allocate millions of dollars in grants for breast cancer services and projects. The Foundation’s head office
was located in Toronto, and four regional offices were located in British Columbia/Yukon Territory,
Prairies/NWT, Ontario and the Atlantic Region, which enabled the Foundation to address the needs of
Canadians from coast to coast.
9
3M Canada, “Who We Are,” http://solutions.3mcanada.ca/wps/portal/3M/en_CA/about-3M/information/about/us/
Susan G. Komen for the Cure, “About Us,” available at http://ww5.komen.org/AboutUs/AboutUs.html, accessed February
13, 2010.
11
Robin Summerfield, “Purchasing Pink; Breast Cancer Merchandise Floods the Marketplace Every Fall, but Are We Getting
Our Money`s Worth?” Calgary Herald, September 28, 2007, p. C.12.
12
Shelley Page, “Time to Question the Destination of Those Retail ‘Pink’ Donations,” Edmonton Journal, November 4, 2005,
p. C.1.FRO.
10
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THE CORPORATE SPONSORSHIP DECISION – 2005
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The CBCF’s strategic focus was to make a positive impact on the lives of those most affected by breast
cancer, such as by increasing knowledge about breast cancer risk reduction and treatment and by
improving women’s quality of life.13
CBCF Corporate and Community Partners and Sponsorship Program
The Canadian Breast Cancer Foundation was grateful for the support of more than 60 companies across
Canada that proudly contributed to the Foundation’s efforts to generate awareness about breast cancer and
to raise funds both for breast cancer research and for education and awareness programs. When the
Foundation organized an event or program, corporate sponsors were sought to provide support by paying a
fee and/or by providing in-kind product or services, in addition to advertising the event.15
Rethink Breast Cancer
Rethink Breast Cancer (Rethink) was a national volunteer-driven registered charity with an enterprising,
bold and entrepreneurial approach. Rethink Breast Cancer provided innovative breast cancer support
programs, education and research to help young people who were concerned about and affected by breast
cancer. Rethink differed from other organizations about how to beat breast cancer by taking a
groundbreaking approach to all aspects of breast cancer including support, fundraising, awareness and
medical research.16
Rethink Breast Cancer used creative and unconventional ways debunk breast cancer myths, transform
attitudes and reach women and men who felt unaffected by the breast cancer cause. For example, Rethink
used modern modes of communication, such as social networking, blogs and forums, to reach today’s
highly interactive, visual and media-savvy generation. Rethink tapped into the fashion, entertainment and
art communities to rejuvenate the breast cancer movement and address the serious issues of breast cancer
in a creative and positive way.17
The Decision
Browne and her team met with both charities and their respective advertising agencies to learn more about
the organizations before making a decision. Rethink had a reputation for innovative, creative marketing
campaigns, whereas CBCF had developed many corporate relationships and was very established.
After careful consideration and deliberation, 3M decided to partner with CBCF. First, CBCF had a
relationship with the Susan G. Komen Foundation, which was aligned with the 3M counterpart in the
13
Canadian Breast Cancer Foundation, “About the Foundation,” available at http://www.cbcf.org/enUS/About%20CBCF.aspx, accessed January 22, 2010.
14
Ibid.
15
Canadian Breast Cancer Foundation, (2009) “National corporate partnerships and cause-related marketing.”
16
Rethink Breast Cancer, http://www.rethinkbreastcancer.com, accessed January 24, 2010.
17
ibid.
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The Foundation supported high-quality research in all areas, including education and prevention,
screening, diagnosis, treatment and after-care supports. Additional monies were directed to the cause
through work in the areas of community engagement, health promotion, advocacy and volunteer
development.14
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United States, where many corporate cause-related marketing initiatives were already in place. Second,
many of 3M’s Canadian retailers were already corporate sponsors of CBCF; thus, a base of support was
already in place, easing the possibility of obtaining product placement from retailers already receptive to
the needs of this charity. Third, CBCF’s organizational culture closely aligned with 3M’s, which was an
important consideration for 3M. Fourth, CBCF had a strategy in place for building long-term relationships
with its partners.
In 2005, after having selected CBCF as a partner, 3M signed a corporate sponsorship agreement with the
Foundation, which outlined the following:
The corporate sponsor is able to use the Canadian Breast Cancer Foundation name, logo and/or
trademarks (subject to adhering to color and dimension specifications);
The corporate sponsor is to provide a minimum annual license fee (an undisclosed amount) in addition
to a minimum product contribution of 10 per cent of MSRP [manufacturers’ suggested retail price]
The Foundation requires full disclosure regarding the benefit of the funds when raised through a
consumer purchase or promotion (i.e., $1.00 from the sale of each item) on all packaging, advertising
and promotional materials in clear, unambiguous terms;
The corporate sponsor agrees to adhere to the Foundation’s brand standards;
The corporate sponsor must, at the end of the program, provide to the Foundation a final accounting
report;
In compliance with the rules and regulations of the Canada Revenue Agency, charitable tax receipts
are not issued for cause-related marketing programs.
CBCF required all its corporate sponsors to prominently display on their product packaging the amount of
the donation and their relationship with CBCF. 3M happily supported this requirement as such
communication with the consumer was clear and transparent, eliminating ambiguity in terms of the
sponsorship claim.
Other 3M Brands: 2005–2009
3M had been very supportive of the cause and extended its sponsorship with CBCF to other products and
brands, including Nexcare bandages and Scotch-Brite sponges (see Exhibit 1).
Some products were more successful in the marketplace as “pink” products than others. 3M’s most
successful breast cancer cause-related marketing products in Canada were the Post-it brand pink ribbon
Sticky Notes and Flag Pens. 3M launched the Post-it pink ribbon Sticky Notes in Canada in June 2005.
The 3M Post-it pink ribbon Super Sticky Notes (3”× 3”) generally retailed for approximately $6.98 for a
three-pack, with a $0.50 contribution to CBCF. The 3M Post-it pink ribbon Flag Pen + Highlighter
generally retailed for approximately $5.99 for a two-pack, with a $0.50 contribution to CBCF (see Exhibit
2). However, 3M’s Nexcare pink ribbon bandages and the Scotch-Brite pink ribbon sponges did not
perform as well as expected. The Post-it brand pink ribbon products had been successful likely because the
Post-it brand was mature, and retailers were able to stock these stock keeping units (SKUs) year-round in
both the retail and catalogue channels.
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The 3M and CBCF Partnership
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PRODUCT SPONSORSHIP
However, when a company customized products, additional costs were incurred. Products could be
customized by adding the image of a pink ribbon, by changing the product color to pink and even by
creating a new product specific to the cause. These types of customization increased costs by changing the
production line to create pink-specific products, requiring accurately determined production run minimums
to maximize efficiencies, adding SKU maintenance for pink products and incurring inventory carrying
costs if the product did not sell as well as expected.
Challenges of Retailing Cause-Specific Products
Packaged goods companies that supported cause-related initiatives needed to garner the support of retailers
to get the products on the retail shelves. Retailers were usually supportive of such initiatives; however,
some retailers were feeling “pinked out” due to a proliferation of pink products. Many retailers expected
that pink products would only be sold during the month of October (Breast Cancer awareness month) and
were not convinced that the products would sell well all year round.
INTEGRATED MARKETING CAMPAIGN: PROJECT RUNWAY CANADA – 2009
In the fall of 2008, Sherry Browne’s overall goal was to develop a marketing communications plan for
2009 that would meet the following goals:
Engage the target consumer with the Post-it brand
Send consumers to the retailer for products beyond what they used in the office
Demonstrate the innovation of the brand and elevate top-of-mind awareness
Activate the partnership with the Canadian Breast Cancer Foundation beyond product contribution
Browne had a budget of $410,000, which was a small budget when considering the impact she wanted to
make and the goals she was striving to achieve. Browne knew she would need to be resourceful and
creative because this budget did not allow her to develop an expensive advertising campaign. Because of
the advent of personal video recorders (PVRs), gaining commercial viewership by the target market was
becoming more of a challenge.
Browne was passionate about supporting the CBCF and wanted the Foundation to benefit from the Project
Runway Canada marketing campaign. Her goal was to contribute a minimum of $10,000 to CBCF, over
and above the annual minimum amount required by the sponsorship agreement. Browne thought that an
integrated marketing campaign would activate the partnership with CBCF and engage the target market.
Previously she had felt that the campaign had not been integrated, that initiatives were being executed
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Organizations that supported the Foundation were not required to change their production process to create
a “pink” product. For example, organizations could continue to produce their products and could place a
CBCF logo on the packaging indicating that they were a proud supporter. However, many organizations
took their sponsorship to the next level by customizing products to support the cause, and 3M was no
exception. For example, as described above, 3M specifically created “pink” products to demonstrate their
support and engage their customers. Each of the products had a pink ribbon predominantly displayed on
the product itself.
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After a creative brainstorming session, Browne had developed the idea to create an integrated plan that
centered on an episodic challenge on Project Runway Canada (PRC), a Canadian reality TV series where
aspiring fashion designers competed for a chance to enter into the fashion industry. Supermodel Iman and
Canadian fashion designer Brian Bailey hosted the weekly show. Each week, aspiring designers competed
in a challenge that tested their design skills, and then one person was eliminated from the competition.
PRC was the number one show with the brand’s core target audience (see Exhibit 3). For the episode
featuring the Post-it challenge, designers were asked to create evening gowns from Post-it products. Their
inspiration was six Canadian women affected by breast cancer.
Browne was extremely pleased with this idea and began to develop her marketing plan. The integrated plan
included public relations, a web presence, in-store displays, a consumer contest, philanthropic support,
employee and customer engagement, and new product development. The plan was developed to appeal to
the target audience of women between the ages of 25 and 54, who were described as heavy stationery
product users, married with children and leading very busy lives. The overall goal was to create a strong
integrated marketing communications plan to increase the brand spend from 3 per cent of sales to 10 per
cent of sales over a five-year period, with a particular focus on marketing plans that drove retail business
growth. The Post-it brand had strong sales roots in the office supplies channel but light placement with key
retailers across the country.
After careful consideration, including internal and external research, Browne created the integrated
marketing communications plan, which included the following elements:
A national public relations campaign
Online advertising
A Facebook page and plan
An online game (Design It with Post-it)
A consumer contest for a $5,000 shopping spree with Brian Bailey from PRC
Employee and customer events
Activation of Post-it’s breast cancer sponsorship
In-store displays
Developing a series of special edition, designer Post-it note dispensers with a portion of each sale
being donated to the Canadian Breast Cancer Foundation (see Exhibit 4).
OBJECTIVES OF THE INTEGRATED MARKETING COMMUNICATIONS PLAN
Browne outlined the 10 objectives of the integrated marketing communications plan and how these
objectives would be measured:
1) Increase sales of the Post-it family of products (including a broader range) by increasing overall
point-of-sale merchandise sales by 1 per cent (Goal: integrated plan positively affects total Post-it sales
in Canada).
2) Elevate top-of-mind awareness for the Post-it brand, measured by results of the national public
relations campaign, the online advertising plan and the Facebook plan.
3) Demonstrate the versatility of Post-it products and their many forms and uses through innovation
and design
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without a strategic focus and that 3M’s partnership and commitment to the cause was not being
emphasized.
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4) Drive in-store display sales related to the Project Runway Canada campaign (Goal: $250,000 in
new sales in 2009).
5) Integrate the message for broad appeal and to maximize the return on the financial investment
Total investment was $410,000. Goal was to achieve a neutral spend.
6) Achieve 5,000 contest entries for the Brian Bailey shopping spree through playing the Design with
Post-it game.
7) Activate the Canadian Breast Cancer Foundation partnership by integrating the CBCF in the
overall plan (Goal: a minimum of $10,000 contribution to the CBCF).
8) Garner 2,500 new fans on the Post-it Facebook page.
9) Develop a new line of limited edition, designer Post-it note dispensers featuring Canadian
designers (Goal: sell 2,500 dispensers, raising $2,500 for the CBCF).
10) Excite and engage customers and employees by executing special events.
Strategies and Tactics Employed
To meet the above objectives, Browne utilized two main strategies. The first strategy was to drive
profitable business growth by increasing sales in the retail channel through consumer promotional activity
(i.e., by driving sales in store, online and through office catalogues).
This strategy was executed by utilizing the following tactics:
Creating a high-impact in-store display plan to facilitate incremental retail sales.
Developing engaging web banners that could be added to customer websites to promote the Project
Runway Canada campaign and to allow customers to easily enter the contest to win a $5,000 shopping
spree.
Motivating field representatives to promote the Project Runway Canada campaign by providing
special incentives.
The second strategy was to strengthen the Post-it brand by developing a multi-tactic, integrated marketing
communications plan that would reach a wider base of consumers.
Refer to Exhibit 5 – 3M’s Tactical Strategies for the Project Runway Campaign for details regarding the
strategies that were executed.
After the episode aired on Project Runway Canada, the six dresses were auctioned on the
Auctionwire.com site, known for celebrity auctions. The biographies of the six women were posted on the
website alongside photographs of them posing in their gowns. The six dresses raised $11,277.50 through
the on-line auction. 3M held a party at its headquarters in London, Ontario. Employees bought tickets to
attend, and a silent auction was held, which raised more than $1,700 for CBCF. The silent auction items
were donated by CBCF.
Results for 2009
Although Browne did not have a budget to air commercials, she was able to attract publicity for the Post-it
brand and CBCF because of the episode on PRC. The campaign received a total of 149 media hits, with a
reach of 46,760,597, which translated to an advertising value of $346,878. Refer to the Exhibit 6 – Results
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of 3M Canada’s Public Relations Strategy for the Project Runway Campaign and to Exhibit 7 for more
information.
The overall integrated campaign met and surpassed its targets. Overall sales for the pink ribbon Post-it
products were 106 per cent of the 2009 forecast. Exhibit 8 – Results of 3M Canada’s 2009 Integrated
Campaign outlines Browne’s objectives, goals and actual campaign results
The results confirmed that the PRC campaign had been a success. Not only did the campaign increase
Post-it note sales, it also increased awareness and raised money for the Canadian Breast Cancer
Foundation. The pressure was on as Browne had now been asked to present her 2009 results and her 2010
marketing plan at the upcoming 3M Sales and Marketing Conference. She needed to ensure that the mature
Post-it brand continued to meet the five-year plan of increased sales and growth.
THE DECISION – 2010 MARKETING PLAN
What could Browne plan for 2010 that would be new and exciting? She needed a new campaign that
successfully targeted the Post-it brand market in a new way with a limited budget.
What new products could she develop that would grow the brand? Could these products also benefit
CBCF? Would these CBCF-related products meet the minimum production run requirements and
minimize inventory costs?
Were consumers and retailers becoming “pinked out”?
What were the best media vehicles to reach out to consumers? What other ways could Browne use the
media to engage her target consumers?
Should the Post-it pink ribbon Sticky Notes be revamped to continue to attract customers, or should a
fresh new product be developed?
Should Browne integrate her plan and bring it to an overall corporate level? Should other 3M products
be incorporated in a campaign with CBCF? Past attempts had not been successful because they had not
been well integrated. Was Browne up for the challenge? She understood why the previous attempt
failed, and she could take those lessons learned and ensure that the same mistakes were not repeated.
What brands in the 3M portfolio would be a better fit than those used in the past? How could the
corporate strategy integrate the relationship with CBCF and the cause?
With all these considerations, Browne began brainstorming her 2010 plan in preparation for the conference
and the coming year.
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Planning for 2010
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Exhibit 1
Nexcare Pink Ribbon Tattoo Waterproof Bandages
Scotch-Brite Pink Ribbon Sponges 2/pkg
Exhibit 2
3M CANDA’S PINK RIBBON POST-IT STICKY NOTES AND FLAG PENS
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3M CANADA’S PINK RIBBON NEXCARE BANDAGES AND SCOTCH-BRITE SPONGES
Exhibit 4
3M CANADA’S DESIGNER POST-IT NOTE DISPENSERS
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Exhibit 3
3M CANADA’S PROJECT RUNWAY CANADA CAMPAIGN
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Exhibit 5
A) PUBLIC RELATIONS CAMPAIGN:
Target: print, TV, newspaper, online
Timing: February to December 2009
Goals: maximize media exposure and impressions, create “chatter” on Facebook, engage and educate
consumers online about the contest
Plan elements:
– Media relations prior to the episode airing, teaser alerts and press release
– Media tour with PRC challenge winner and dress (after the Post-it Project Runway Canada episode has aired)
– Media relations with the breast cancer survivors on whom the episode was based
– Online auction promotion to sell the dresses and raise money for CBCF
– Shopping prize PR – promote contest and create excitement
B) WEB:
Target: Facebook, popular online sites, customer websites
Timing: March to May 2009
Goals: 5,000 contest entries, create excitement and interaction with Facebook users,
create Design It with Post-it game and contest to win $5,000 shopping spree
Plan elements:
– Online buy to advertise contest and game (web banners)
– Online auction of dresses on Auctionwire.com with all funds going to CBCF(after PRC episode has aired)
– Online game “Design It with Post-it” to create experience with the brand and increase contest entries (every
play provides 5 more entries in contest)
– “Post-it Perks” group members outreach and survey
C) ACTIVATION OF PARTNERSHIP WITH CANADIAN BREAST CANCER FOUNDATION:
Target: Women aged 25–54
Timing: Year-round
Goals: To further activate the partnership with CBCF beyond the contribution of a portion of proceeds from the
sale of pink ribbon notes and flag pens.
Plan elements:
– Six women affected by breast cancer are the models on Project Runway Canada wearing Post-it gowns
– After the show, the women participate in a PR campaign to talk about episode and the cause and to
encourage bids
– 100% of proceeds from auction go to CBCF
D) EMPLOYEE AND CUSTOMER ENGAGEMENT:
Target: 3M employees and customers
Timing: March 2009
Goals: Employee and customer engagement/awareness/create excitement
Plan elements:
– Ongoing employee communication leading up to airing of the episode in March
– 3M event in cafeteria with fashion show, silent auction for CBCF and airing of the episode
– Customer event hosted by Brian Bailey of Project Runway Canada in Toronto to excite customers about the
plan and to allow an opportunity to keep Post-it Brand awareness with client base
E) IN-STORE DISPLAYS
Target: Retail Consumers/Females aged 25–54
Timing: February to May 2009
Goals: Raise awareness of Project Runway Canada plan and contest on header graphics of displays, boost
sales of Post-it products through incremental placements in store
Plan elements:
– Displays at retail locations
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3M’S TACTICAL STRATEGIES FOR THE PROJECT RUNWAY CAMPAIGN
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Exhibit 5 (continued)
G) LOCAL PRODUCT DEVELOPMENT
Target: Consumers/Female aged 25–54
Timing: February to December 2009
Goals: Local product development. Product sales from Canadian-designed Post-it note dispensers created by
prominent Canadian fashion designers (Brian Bailey, Wayne Clark, Marie Saint Pierre)
Plan elements:
– Launch three new “limited edition” designer Post-it note dispensers for retail/office purchase
– $1.00 per dispenser sold to go to CBCF
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F) CONSUMER CONTEST
Target: Consumers/Females aged 25–54
Timing March/April 2009
Goals: Awareness, favorability for Post-it brand, drive online and retail purchase by promoting the contest on
customer websites and on displays at point of purchase
Plan elements:
– Win a $5,000 shopping spree with Brian Bailey from Project Runway Canada
Page 14
9B11A003
Exhibit 6
RESULTS OF 3M CANADA’S PUBLIC RELATIONS STRATEGY FOR THE PROJECT RUNWAY
CAMPAIGN
Reach
Advertising
Value
Print
48
3,389,310
$249,378
Television
8
1,169,000
$97,500
Online
90
42,185,287
–
Radio
3
17,000
–
Totals
149
46,760,597
$346,878
Authorized for use only by carina diez in mkt 7041 at University of Cincinnati from 7/26/2023 to 8/6/2023.
Use outside these parameters is a copyright violation.
Media
Hits
Authorized for use only by carina diez in mkt 7041 at University of Cincinnati from 7/26/2023 to 8/6/2023.
Use outside these parameters is a copyright violation.
Page 15
9B11A003
Exhibit 7
MEDIA COVERAGE OF 3M CANADA’S INTEGRATED CAMPAIGN WITH PROJECT RUNWAY
CANADA
Authorized for use only by carina diez in mkt 7041 at University of Cincinnati from 7/26/2023 to 8/6/2023.
Use outside these parameters is a copyright violation.
Page 16
9B11A003
Exhibit 7 (continued)
MEDIA COVERAGE OF 3M CANADA’S INTEGRATED CAMPAIGN WITH PROJECT RUNWAY
CANADA
Page 17
9B11A003
Exhibit 8
Objective
Goal
Result
Objective 1: Increase
sales of the Post-it
family of products
(including a broader
range)
Objective 2: Elevate
top-of-mind awareness
for the Post-it brand
Goal: 1% overall
increase in point-of-sale
merchandise sales
Increased overall point-of-sale merchandise results by
2.5%
Increased awareness
Objective 3:
Demonstrate the
versatility of Post-it
products and their
many forms and uses
Goal: Increase
demonstrated versatility
of the Post-it products
Objective 4: Drive instore display sales
related to the Project
Runway Canada
campaign
Objective 5: Integrate
the message for broad
appeal and to
maximize the return on
the financial
investment
Objective 6: Achieve
5,000 entries for the
Brian Bailey shopping
spree
Goal: $250,000 in new
sales
Impressive results from the national public relations
campaign, online advertising plan and Facebook plan
Some of the highlights of the PR coverage included a
two-minute segment on Entertainment Tonight Canada,
radio interviews and key coverage in many national
newspapers (such as Ottawa Sun, Globe and Mail,
Vancouver Sun, London Free Press, Edmonton Sun,
Cape Breton Post)
The campaign reached 46 million people and garnered
180 media stories (total advertising value of $350,000)
Demonstrated through the innovation and design of the
Post-it dresses on one of the highest-rated episodes of
the Project Runway Canada season
Successful development and launch of a local designer
Post-it note dispenser sold at retail with a contribution
to CBCF
Achieved $455,000 in display sales
Objective 7: Activate
the Canadian Breast
Cancer Foundation
partnership
Goal: To contribute a
minimum of $10,000
Total investment was
$410,000Goal was to
achieve a neutral spend
Results were $455,000 in display sales, media value of
$350,000 for a total result of $805,000 in sales
The return on investment was almost double the goal
Goal: 5,000 entries
If people stayed on site
for two minutes, that
was considered good
result
Achieved 19,074 entries to the consumer contest by
playing the Design with Post-it game, which was the
ticket to the entry form
Visitors spent an average of 13.5 minutes on the game
site
11,860 unique users signed up for contest
8,090 visits to the Facebook page and the game site
32,461 Post-it.ca site visits
166,523 page hits (includes flash actions) 3,784 visits
per day
5.13 average page views per action per visit
Contribution exceeded $20,000 (raised through online
auction, employee event and product sales)
Authorized for use only by carina diez in mkt 7041 at University of Cincinnati from 7/26/2023 to 8/6/2023.
Use outside these parameters is a copyright violation.
RESULTS OF 3M CANADA’S 2009 INTEGRATED CAMPAIGN
Page 18
9B11A003
Objective 8: Garner
2,5000 new fans on the
Post-it Facebook page
Objective 9: Develop
a new line of limited
edition, designer Postit note dispensers
featuring Canadian
designers
Objective 10: Excite
and engage customers
and employees
Goal: 2,500 new fans
Gained 6,000 new fans
32,000 site visits to post-it.ca during the contest period
Goal of selling 2,500
dispensers and raising
$2,500 for CBCF
Sold 5,000 dispensers, which raised $5,000 for CBCF
Executed special events as planned, including an
employee event, which included the airing of PRC
episode, customer event for Corporate Express in
Toronto and a special fashion week VIP event for key
customers in the retail/office business
Overall results far exceeded expectations. Overall Post-it sales results were 106% of the sales forecast for
2009
Excite and engage
customers and
employees through
special promotions
Authorized for use only by carina diez in mkt 7041 at University of Cincinnati from 7/26/2023 to 8/6/2023.
Use outside these parameters is a copyright violation.
Exhibit 8 (continued)
