imagine the possibilities

inside:who we are

how we workintegrated services

great work

>whatcanbe Imagine the possibilities

2 crt/tanaka>whatcanbe

www.crt-tanaka.com

Richmond | New York | Los Angeles | Washington, D.C. | Norfolk

whatcanbeSM?This question is driven by

the joyful and imaginative spirit

at work in the collective

minds and souls at CRT/tanaka.

Every day, it moves us to seek

endless possibilities for our

colleagues, our clients

and our community.

Inspired by Goodness and

Genius, we strive for Greatness

in all that we do.

That is our whatcanbe.

Why not spend some time

with us to explore

your whatcanbe?

contents›

crt/tanaka>whatcanbe 3

who we are . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

how we work with our clients . . . . . . . . . . . . . . . . . . . . 8

integrated services . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Communications Management

Marketing Communications

Branding and Image Development

Interactive, Social and Creative Design

Lewis & Neale: Totally Focused on Food

great work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Wines from Rioja

Air New Zealand

Dyson

Sprint

Liz Claiborne

The U.S. Highbush Blueberry Council

Martin Aircraft

Council for Responsible Nutrition

ApokyN: Mylan Bertek pharmaceuticals

Schering-plough Corporation

Better Business Bureau

Tridium

Network Solutions

Goodwill of Greater Washington

contact us . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Goodness. Genius. Greatness.


Our VisiOn

Goodness. Genius. Greatness. Three simple words serve as our vision, our map and as a driving force for the agency’s business plan. It’s our whatcanbe. Some clients even suggest these words capture our soul. To us, these words are constant reminders of who we are, where we are going and how we will get there. They force us to hold dearly to our Shared Values and our strident belief that “wearing the white hat” is a necessary part of success.

Goodness. To be honest and loyal partners who measure ourselves based on ethical choices, seasoned counsel and hard work. This will ensure that our contributions are always smart, successful – and principled. We seek Goodness for ourselves and within others.

Genius. To be explorers of “endless possibility,” whose thinking melds inspiration and ingenuity into unexpected solutions. To offer curious minds (in our business and in our lives) that anticipate and seek added intelligence and provide superior work.

Greatness. To be a successful organization that identifies the greatness in everyone it touches and relentlessly pursues progress through originality. Our equation for success intermingles goodness and genius – blending a compassion for the communities we work and live in with our quest to become the new breed of communicators.

Our HistOry

CRT/tanaka offers coast-to-coast capabilities with offices in Virginia, New York, California and the Washington, D.C. area. The agency was founded in Richmond, Va. as Carter Ryley Thomas Public Relations and Marketing Counsel (CRT) in March 1996, when a group of employees bought the PR operations of then top-20 advertising agency Earle Palmer Brown. The agency’s name changed to CRT/tanaka after CRT acquired New York-based con-sumer specialist Patrice Tanaka & Company Inc. (PT&Co.). Similar to the founding of CRT, PT&Co. was founded in 1990, when the agency completed a management buyback from its parent company Chiat\Day. As CRT/tanaka has grown and flourished, we have added new capabilities to better serve the needs of our clients, including our Interactive/Social Media Practice, which offers interactive marketing and Web development services, social media and creative/graphic design expertise. CRT/tanaka also owns New York-based Lewis & Neale, a wholly-owned subsidiary, which is the leading marketing communications agency exclusively devoted to food and nutrition.

who we are›

Goodness. Genius. Greatness.



What Makes CRT/tanaka Different?Every day, we wake up to one simple question – whatcanbeSM? This question inspires us to turn dreams into reality, be nimble on our feet, think like business people and predict the communications trends our clients can use in the marketplace before their competitors.CRT/tanaka is successful because we deliver breakthrough public relations and marketing programs with world-class service for our clients. We tell their stories with great imagination, relevance, strategic intent and keen understanding of their business. We are driven by our compassionate hearts, curious minds and values-guided souls, which have allowed us to build a powerful, unique and profitable PR firm unlike any other.

Big ideas, flawless execution, exceptional client focus and world-class service are our calling cards, along with the senior-level experience required to make them happen. We challenge our clients to think about new ways to impact their target audiences. But we are more than just thinkers. We’re doers. Over the years, CRT/tanaka has gained tremendous expertise in several industries.Capitalizing on our strengths, we have developed four core practice areas, each headed by senior executives who specialize in the field. Our integrated services span our five offices in Richmond, Va., New York, Los Angeles, Washington, D.C. and Norfolk, Va. Account teams are often comprised of team members from different practice areas, creating a diverse and knowledgeable team like no other.

While we provide integrated services for each of our client engagements, to the right is a list of the core areas of expertise in each of our four practice areas.

who we are›

COnsumerFood, beverage & nutrition ·

Home & housewares ·

Travel & leisure ·

Communications technology ·

Brand marketing ·

Marketing to women ·

Sponsorship & event marketing ·

Cause-related marketing ·

interACtiVe/sOCiALInteractive tools & viral campaigns ·

Social media campaigns ·

Blog development & management strategy ·

Web design & development ·

Integrated campaigns ·

E-communications & e-commerce ·

Content management systems ·

Wireless & mobile marketing ·

Print materials & collateral development ·

Advertising (print, broadcast & online) ·

COrpOrAteHigher education ·

Energy ·

Technology ·

Marketing · - B2B & B2C

Brand strategy & implementation ·

Corporate social responsibility · - Sustainability - Philanthropic policy - Community relations

Employee engagement · - Internal communications - Change communications - Cultural initiatives - Volunteerism

Crisis & critical issues management · - Risk management strategy - Response team formation & training - Crisis drills - Media training

Public education · - Public awareness campaigns - Public affairs - Issues management - Grassroots & grasstop outreach

Financial communications strategy · - Investor relations - Governance advisory services

Social & traditional media relations ·strategies

Thought leadership programs ·

HeALtHHospitals & health systems ·

Pharmaceuticals ·

Healthcare provider associations ·& networks

Insurers ·

Branding & strategic counsel ·

Marketing to consumers ·

Marketing to healthcare professionals ·

Crisis & critical issues management ·

Social & traditional media strategies ·

Advertising & graphic design ·

WHen yOu COmbine CreAtiVity And tALent yOu Get…

18 · Fortune 500 clients

#1 Most Creative Agency in America – · Inside pR

One of the Greatest PR Campaigns Ever (The launch of Windows ’95) – · pRWeek

One of the Top Five PR Campaigns of the Decade (Liz Claiborne Women’s Work) – ·The Holmes Report

A Lifetime Achievement Award with Liz Claiborne – · SABRE Awards

#1 Most Admired Mid-Size Agency in America – · The Holmes Report

One of the Five Best Mid-Size Agencies in the United States – · pRWeek

#1 Best Agency to Work for in America – · The Holmes Report

#1 Employer of Choice Among Mid-Size PR Firms – · The Holmes Report

More than · 300 national and regional PR awards, including Silver and Bronze Anvils, pR Week awards and more


Air New Zealand

Altria

Amadeus North America

American Physical Therapy Association

AMERIGROUP Corporation


BISSEL HOMECARE

Bon Secours Health System

Cambria Suites

CB Fleet

Charles Schwab & Co.

Cheyenne Regional Medical Center

Council for Responsible Nutrition

Data Direct/Progress Software

Environmental Defense Fund

Federation of Quebec Maple Syrup Producers

Girl Scouts of the USA

Goodwill of Greater Washington

HoMedics

Intelliject

Longwood University

Mirage Studios – Teenage Mutant Ninja Turtles

Network Solutions

Next Wave Pharmaceuticals

Northern Virginia Hospital Alliance

Owens & Minor

Performance Food Group

PetNovations

Satmetrix

Schering-Plough

Sprint Nextel

U.S. Highbush Blueberry Council

Virginia Community College

System

Waubridge Specialty Fabrics

Wines from Rioja (Spain)

Current CLients – pArtiAL List

How We Work With Our Clientswhatcanbesm pLAnninG mOdeLAt CRT/tanaka, we talk a great deal about whatcanbe because it is such an important part of the fabric of our agency. It is our philosophy, our mantra and our ethos. But whatcanbe also is a strategic planning model and approach we have developed for our client engage-ments. The whatcanbe model helps to ensure that our communication strategies are rooted in understanding of consumer/customer behavior as information drivers. For many client engagements, we either commission or independently conduct quantitative and quali-tative research. Additionally, we utilize other research tools, including Iconoculture, GfK Roper and Simmons Research, among others, to genuinely understand target audiences.

The whatcanbeSM process is broken into three phases – “what,” “can” and “be.”

Whatreveal opportunities

We begin by understanding the challenge and target audiences, unearthing unique insights and opportunities. We pay special attention to understanding influencing factors and behaviors of key audiences.

canunleash creativity

proprietary models help us generate and design unique solutions to client problems.

BeDeliver flawlessly

We manage execution and build the team and tools that will best achieve the client’s goals within budgets.


who we are›

FocusDefine

ExploreMake new discoveries

synthesizeIdentify trends

and develop opportunities

GenerateDevelop theme

Produce big ideas

nurtureRefine theme and

find potential in ideas

ValidateTest and refine

DetailDevelop the plan and define team

implementActivate plan

EvaluateMonitor metrics

and modify

what processDetermine parameters, identify research, then provide analysis, observations and strategy. Deliver creative brief.

Project initiatio

n

creative B

rief

concep

t Overview

s

cam

paign

Plan

can processDevelop unique concepts to align with strategy. Lead identification, nurture ideas and deliver concept with tactical examples.

be processFinalize project. Detail, refine and eliminate ideas. Detail and finalize budget, timelines and staffing. Set metrics and provide continuous measurement.

the initiative


“can”the “can” phase comes next, in which the idea generation process occurs. the team will guide and quality check creative concepts, ideas and how they are designed.

the “can” phase consists of the next three steps in the whatcanbe process: Generate, nurture and Validate.

step 4: Generatein step four, we generate as many ideas as possible. nothing is off limits, and quantity rules over quality. We use multiple facilitated brainstorms with different groups (including nonemployees) that tap into our inventory of observations, abstract metaphors and divergent thinking.

step 5: nurturestep five of this phase is when we collect all of our initial ideas and mold them into rich and unique new concepts and programs for our clients. We tap into various tools/exercises to help us take them through this transformation process. Our core team spends time building in all the details.

step 6: ValidateDuring this step, we test our concepts and ideas.

“be” the final phase is the “be” phase, which includes implementation and evaluation. this phase is where we manage the development and execution of the campaign and build the account team and tools that will best achieve the client’s goals.

the “be” phase completes the final three steps in the whatcanbe process: Detail, implement and Evaluate.

step 7: DetailDuring this step, our core account team turns our ideas into programs for implementation. We create our initial program plan, which includes detailed information, budget, resource requirements, team skills assessment, timelines, etc.

step 8: implementAttention to detail and commitment to flawless execution lead this step. check points with the client occur throughout the process.

step 9: EvaluateMetrics determined with the client at the beginning of the project are measured and analyzed during checkpoints. they are evaluated in great detail when work is complete.

the “what” phase is where we work to understand the client’s challenges and target audiences, review market research and unearth unique consumption/behavioral trends, as well as provide insights and opportunities to the process.

the “what” phase consists of the first three steps in the whatcanbe process:Focus, Explore and synthesize.

step 1: FocusDuring this step, crt/tanaka establishes and refines the objective of the campaign by breaking down the challenge into its simplest parts and restating it in different ways. We evaluate its strengths and weaknesses and develop a formal problem statement written in easy-to-understand language.

step 2: Explorein step two, we explore relevant behavioral trends and gather insights and observations. We connect this with industry-pertinent data, as well as

peripheral industry exploration. When we’re done, we have a deep and wide inventory of observations to tap into later.

step 3: synthesizeDuring this step, we identify the best opportunities for idea development through exhaustive analysis of data. through a creative brief, we refine the directive, set the proposition we want to achieve and pinpoint the macro-trends and values most relevant to the people we are targeting.

“what”

We will shape and manage your message. We will create a dialogue with your constituents. We will change attitudes, behaviors and opinions. And, we will leverage new and traditional media to maximize results.

CRT/tanaka’s existing relationships with journalists at countless national and regional media outlets and industry trade journals afford us the “in” to position and leverage your brand effectively and impact behavior. yet, the world of communications continually expands into new areas, and audiences are savvier than ever. That’s why we also have experts skilled at communicating with online media, bloggers and other influencers. We understand that superior communications management is sustained from the inside out, which is why we additionally specialize in internal communications and employee engagement.

Communications Management

integrated services›


internAL COmmuniCAtiOns

RC2 (Reputation-Change-Culture)What would your employees say about your company? Would the report be good, bad or indifferent? Do your employees believe your company is a great place to work? Do you have a handle on your reputation? When the going gets tough, are you driving the bus, or does the bus run you over? Do the people you work with – the most valuable asset of your organization – embrace your vision and mission?

If you’re not certain that your company is effectively managing the internal forces that impact your image, your productivity and your corporate culture, then you might need CRT/tanaka’s RC2 niche expertise.

While RC2 primarily focuses on internal communications and employee engagement, this team of experts also is experienced in communicating about topics that have a direct impact on an organization’s reputation. Capabilities in these areas include:

Employee engagement ·

Corporate communications ·

Workplace culture ·

Change management ·

Reputation management ·

Corporate social responsibility ·

Sustainability ·

Mergers/acquisitions ·

Downsizings/closings ·

Communications audits ·


externAL COmmuniCAtiOns

Media RelationsWe know how to craft and disseminate an organization’s key messages to help raise awareness and/or defuse a threatening issue. The team assigned to each client’s business develops the media strategy and executes the media outreach, with senior staff overseeing all aspects of the process. We also are renowned for our crisis communications and media training expertise. CRT/tanaka has conducted media training for many organizations, including Girl Scouts of the USA, Liz Claiborne, Ethyl, Wyeth, Sentara Healthcare, the Federal Reserve Bank, Abbott Laboratories, Performance Food Group, Corn Products International and Capital One, to name just a few.

Our editorial professionals, publicists and media relations experts specialize in a variety of media outreach:

News releases/advisories ·

News conferences ·

Media events ·

Media kits ·

Bylined articles ·

Blog relations/PR 2.0 outreach & social ·networking

Op-Eds/letters to the editor ·

Editorial board meetings ·

Media tours (on-site, satellite, virtual) ·

Financial/investor relations ·

Electronic news releases (VNR, ANR, ·online digital video)

Crisis CommunicationsCRT/tanaka has counseled and executed crisis plans in a wide array of industries, including manufacturing, health care and food & beverage. Our plans are tested in realistic settings and continuously updated based on training and exercise evaluations to help ensure rapid recovery from any type of situation. Our approach includes:

Researching worst-case scenarios ·

Analyzing current operational ·procedures

Establishing a Core Crisis Team (CCT) ·

Developing crisis response checklists ·and guidelines

Crafting media relations strategies and ·messaging

Training media spokespeople ·

Testing and evaluating ·

Awareness, Education and InfluenceCRT/tanaka’s Awareness, Education and Influence (AEI) niche is a special grassroots, community-based outreach model. It helps companies and organizations achieve posi-tive outcomes for business and commu-nications challenges by educating specific populations and/or influencing the opin-ions of local leaders, legislators, grassroots organizations and the general public. Our team of professionals has experience working with a variety of organizations, government agencies and companies on a multitude of issues. AEI capabilities include:

Public education campaigns ·

Issues management ·

Grassroots marketing ·

Community relations ·

Public affairs ·

Influencer outreach ·


Communication isn’t a two-way street – it’s an entire transit system running in all directions at all times. our job is to determine the most effective and efficient route to your audience and then put the pedal to the metal. We have remarkable experience in both business-to-consumer (B2C) and business-to-business (B2B) marketing communications.

Marketing Communications

b2C mArketinG

Marketing to women ·

Cause-related marketing ·

Word-of-mouth/viral marketing ·

Guerilla/street marketing ·

Sponsorship/event marketing ·

Luxury/lifestyle marketing ·

Interactive marketing ·

Mobile marketing tours ·

Influentials outreach ·

Direct mail ·

Product/service launches ·

Product sampling ·

b2b mArketinG

Product/service launches ·

Lead generation campaigns ·

Sales communications ·

Interactive marketing ·

Investor/analyst relations ·

Trade show communications ·


CRT/tanaka develops razor-sharp brand strategies that help our clients connect with their audiences and positively affect their bottom line. We immerse ourselves in your business objectives and marry them to our expertise in understanding consumer behavior. The union uncovers remarkable opportunities for your brand and new areas in the marketplace waiting to be owned. It unleashes our creativity to deliver fresh brand concepts that create a roadmap for every interaction your brand has with its audiences.

Branding and Image DevelopmentbrAndinG

CRT/tanaka’s branding programs are designed to distinguish our clients from the competition by communicating a singular, unique image that appeals to the audiences they are trying to reach. Our process includes:

Orchestrating qualitative & ·quantitative research

Brand audit & analysis ·

Brand positioning & strategy ·

Brand identity & design ·

Internal brand education & launch ·

Integrated PR & marketing brand ·campaigns

Brand measurement & monitoring ·

trustFACtOrsm

Not since the days of the “robber barons” of the Industrial Revolution, Upton Sinclair and “yellow” journalism has American business been besieged by the level of mistrust seen in today’s economy. Meanwhile, never before has the link between company valuation and corporate culture, ethics, trust and reputation been better documented.

CRT/tanaka has partnered with Dr. Wal-ter Lindenmann – one of the country’s foremost experts on public relations research and measurement – to create TrustFactorSM, which provides organiza-tions with a snapshot of their perceived trustworthiness among stakeholder groups, followed by analysis as to why the levels are where they are.

CRT/tanaka next provides counsel on how to strengthen these relationships and increase trust levels. Dr. Linden-mann has taken indices that have been

tested and found to be reliable and valid in social psychology and has adapted them to develop this new corporate trust scale to be used by those in public relations. TrustFactorSM:

Gives organizations an accurate pic- ·ture of their self-image when it comes to trustworthiness, compared to the perceptions of internal and external stakeholders

Identifies pain points that are con- ·tributing to negative feelings about an organization

Provides context for comparison by ·measuring the trustworthiness of peer organizations among the same stakeholder groups

Provides top-level recommendations ·of how to improve an organization’s trustworthiness with each target audience, lessening the gap between the desired and actual perception


COnsuLtinG

Interactive strategic planning & consultation ·

Social media strategy & coaching ·

Search engine optimization/search engine ·marketing

Blog development strategy ·

PR 2.0 optimization ·

Usability testing ·

Application design & maintenance ·

6. Premiums + promotional collateral

CreAtiVe desiGn & prOduCtiOn

Direct mail ·

Corporate/brand identity ·

Logo design ·

Brochures & other collateral ·

Advertising (print, broadcast & online) ·

Posters & banners ·

Trade show booths, displays & exhibits ·

Annual reports ·

Packaging ·

sOCiAL mediA sOLutiOns

Social media campaigns ·

Blog development & management ·

Social network communications ·

Community development ·

Social/sharing sites ·

Wireless/mobile marketing ·

interACtiVe sOLutiOns

Web site design & programming ·

Internet advertising & direct marketing ·campaigns

Microsites & viral campaigns ·

Podcasts/vodcasts ·

E-commerce sites/tools ·

Content management systems ·

Rich e-mail design & programming ·

Multimedia news rooms (MNRs) ·

Motion-graphic design/animation ·

Dynamic media & video production ·

Intranets/extranets ·


Interactive, Social and Creative Design


How would you describe great creative? Imaginative? Daring? Entertaining? Striking? How about “useful”? The Internet has blurred the lines between pR and marketing campaigns and ushered in a new wave of communication. So, we built an entire Interactive/Social practice to integrate interactive tactics with your brand position. In the realm of the Web and social media, platforms like social networks, blogs, podcasts and RSS feeds enable businesses to reach their audiences faster, and achieving buzz is almost immediate. our expert strategists, creative directors, designers and developers work together to seamlessly blend online and traditional public relations tactics, creating novel interactive and design solutions to effectively reach your audiences. our interactive and design capabilities include consulting, interactive and social media solutions, and creative design and production.

Lewis & Neale: Totally Focused on FoodLewis & Neale, a wholly-owned subsidiary of CRT/tanaka, is the leading marketing communications agency exclusively devoted to food and beverages. The agency provides clients with extraordinary value through carefully crafted and budgeted programs designed to launch and reposition products, enhance image, change attitudes and build demand. over the years, Lewis & Neale has built the strongest, most experienced team of food professionals in the country, including food experts, writers and publicists; a registered dietitian; consumer and foodservice recipe developers; and research, food marketing and Internet specialists. The agency’s unique in-house facilities include a test kitchen and an extensive food-focused library.

CLients One measure of client satisfaction is client tenure, and the average length of Lewis & Neale’s client relationships is more than a decade. Current clients include:


Avocados from Mexico (APEAM) ·

Chilean Fresh Fruit Association ·

Dole Mushroom Company ·

European Union Joint Campaign for ·Prosciutto di Parma and Parmigiano Reggiano

Fresh Supersweet Corn Council ·

Kraft Foods Inc. ·

Lea & Perrins Inc. ·

Mangos from Mexico (EMEX) ·

Mrs. T’s Pierogies ·

National Dairy Board ·

North Carolina Sweet Potato ·Commission

Pepperidge Farm Inc. ·

U.S. Highbush Blueberry Council ·

mArketinG serViCes

As research-driven food marketers, Lewis & Neale knows how to reach individual food influentials, the general public and every other important target audience in between, from foodservice to food manufacturing, from retail to regulatory, from kids to seniors, health care and ethnic audiences. Marketing services include:

pLAnninG

Quantitative & qualitative research ·

Message development ·

Strategy ·

Creative ·

Issues & crisis management ·

New product concepts ·

brAndinG

Logo development ·

Advertising & direct marketing ·

Internal sales support ·

Online & interactive services ·

eduCAtiOnAL CAmpAiGns

Nutrition ·

Food safety ·

Media relations ·

Special events ·

niCHe mArketinG

Consumer (age, income, lifestyle, ·ethnicity, locale)

Retail ·

Foodservice ·

Food manufacturers ·

COLLAterAL

Marketing & training materials ·

Presentations & videography ·

Recipe development ·

Food styling & photography ·


Wines FrOm riOjA (spAin)VIBRANT RIOJA CAMPAIGN

challengeWines from Rioja (Spain) is a partnership between the governing body for wines from the region of Rioja, Spain, called the Consejo Regulador de la Denominación de Origen Calificada Rioja, and Wines From Spain, under the auspices of the Spanish Institute for Foreign Trade. Wines from Rioja turned to CRT/tanaka to introduce and contemporize the prominent, “old world” wine region of Rioja, Spain, to a “new world” Internet generation of U.S. consumers, specifically Gen-X and Gen-Y in urban, wine-consuming markets who are still forging brand loyalties and who represent the future volume of wine sales. CRT/tanaka’s recommendation was a multi-pronged, multi-channel, integrated marketing and branding campaign.

solutionTo bring Vibrant Rioja to the Gen-X and Gen-Y audience, CRT/tanaka developed an integrated branding

campaign using a bold, fashion-forward visual featuring different hues of red stripes (representing the various styles of red wines produced in Rioja) that communicated the “vibrancy” of these wines at each

point of contact. The branding campaign focuses on the digital lifestyle of the target audience and uses online media elements supported by traditional marketing components, including online advertising and

other online reach such as Webzines, Web sites, e-mailers, podcasts and blogs; a dedicated vibrantrioja.com Web site; out-of-home and print advertising through sponsorships of influential art/cultural events;

direct mail; and point-of-purchase and premium/collateral material.

Because of the need to reach traditional editorial media and maintain trade support from distributors, importers, restaurants, chefs and sommeliers, CRT/tanaka’s Vibrant Rioja marketing campaign involved: public relations (news bureau, press and trade familiarization (fam) trips – including taking a group of “Rising Star” Gen-X/Y sommeliers to Rioja, spokesperson media tours, media relations, controlled media vehicles, etc.); strategic sponsorships (Culinary Institute of America, Mercedes-Benz Fashion Week in

New York – Rioja is the “official wine” of this event, etc.); trade and importer relations; an interactive Web site and database; online advertising and promotion; and a Rioja Brand Ambassador Program involving

Gen- X/Y-targeted events, seminars and retail promotions in the three key markets of New York, Boston and Chicago.

resultsThe Rioja Exporters Association reported a 31.6 percent increase in Rioja wine exports after the first year of the ·campaign in 2006.

In 2007, the Vibrant Rioja advertising campaign delivered more than 12.8 million media impressions with a 50 ·percent increase in click-throughs.

The online, opt-in Rioja DirectLink database has grown to more than 34,000 members. ·

In 2007, an estimated 138,000 consumers, influentials, media, trade and hospitality industry decision makers ·tasted more than 3,000 bottles of Rioja at 50 events in three target markets, including Mercedes-Benz Fashion Week and Wine Rave in New York City; Chicago Summer Dance and Boston Wine Expo and via other campaign initiatives such as a Sommelier Fam Trip to Rioja.

More than 50,000 pieces of Vibrant Rioja-branded collateral were disseminated to target trade and consumers ·in 2007.

Positive editorial coverage about Rioja wines was generated in 2,430 print, online and broadcast media outlets, ·with these placements delivering 596 million impressions (50 percent increase over 2006) in 2007. Coverage included traditional print outlets such as The New york Times, USA Today, Food & Wine, Bon Appetit and Wine Spectator, as well as Gen-X/Y-focused media such as Life & Style, plenty, Yumsugar.com, The EDGE, Gothamist, metromix NYC, UR Chicago and Paper, among others.

In early 2008, · Wine Enthusiast magazine named Rioja “Wine Region of the Year.”

The Rioja Exporters

Association reported a

31.6 percent increase in Rioja wine

exports after the first year

of the campaign

in 2006.

great work›

Air neW ZeALAndPINK FLIGHT

challengeAs the national airline for New Zealand, Air New Zealand reflects the country’s diversity-embracing nature, liberal approach and long history of social reform. Air New Zealand leveraged its Pink Flight – the first North American gay-themed flight – to build brand awareness, enhance customer experience, and introduce new products and services, such as food, wine and in-flight entertainment, to ultimately drive U.S. ticket sales for Air New Zealand’s Business Premier class among one of the airline’s top targeted audiences: the LGBT mar-ket. CRT/tanaka was charged with positioning the company as a leader in international travel by coordinating all public relations activities related to the Pink Flight, including media relations, leveraging international part-nerships, internal communications and event management. CRT/tanaka continues to help Air New Zealand build brand awareness in the United States by introducing new concepts that drive ticket sales for the premium cabins.

solutionAfter securing Kathy Griffin as the official “hostess” of the Pink Flight, CRT/tanaka built awareness of the historic flight and Air New Zealand’s brand within the United States, and particularly in California, to drive ticket sales. CRT/tanaka managed Air New Zealand’s media outreach. Responsibilities included pitching media, coordinating media assignments from key journalists in the LGBT market, arranging international in-air filming rights for news organi-zations and BRAVO’s “Kathy Griffin: My Life on the D-List,” developing unique press materials, providing consistent message points, scheduling executive interviews and conducting media training for key spokespeople. In addition to coordinating and pitching the local markets, CRT/tanaka reached out to bloggers and podcasters, as well as na-tional travel, business, consumer and mainstream print, radio and television outlets.

resultsMedia coverage in print/online outlets included · Los Angeles Times, San Francisco Chronicle, Reuters, Advocate, Star Magazine, Yahoo! Finance, Houston Chronicle, San Jose Chronicle, Bay Area Reporter, out Traveler, MetroSource, DNA Magazine, Marketwatch and hits on hundreds of Web sites.

Media coverage in broadcast outlets included “The Tonight Show with Jay Leno,” MSNBC’s “News Live,” CNN’s ·“Anderson Cooper 360,” CBS’ “Early Today,” CBS’ “News on Logo,” Current TV, KPIX-TV CBS, KNTV NBC and more than 20 affiliate news stations throughout the country.

Air New Zealand’s Pink Flight generated more than 285 million impressions and had a publicity value of more ·than $8 million.

The campaign won a prestigious Silver Anvil from the Public Relations Society of America, the highest honor ·given in the PR industry, in the events and observances: seven or fewer days category.

Additional Air new Zealand WorkIn 2008, CRT/tanaka’s relationship with Air New Zealand grew, as the company selected the agency to lead its Los Angeles (LAX) to London (LHR) campaign. CRT/tanaka was charged with creating an imaginative campaign focused on the LAX to LHR route, in a highly competitive industry. Air New Zealand has been flying from Los Angeles to London for more than 25 years. Even so, awareness of the route in the Los Angeles market is low. Other domestic and international airlines – such as United, British Airways and Virgin Atlantic – also fly this route and enjoy much higher awareness levels because their connection between these two markets is more intuitive.

CRT/tanaka recommended the “Flip My Flop” campaign promoting the LAX to LHR non-stop route. CRT/tanaka rep-resented the airline’s casual elegance by using a flip-flop icon as a symbol of Kiwi style in order to connect with Los Angeles residents. Components of the campaign included an interactive Web site, public relations, guerilla marketing and advertising.

In 2008, Air New Zealand also turned to CRT/tanaka for strategic counsel and support surrounding its plans to in-corporate environmentally sustainable fuel sources into its flights. CRT/tanaka led a media relations campaign for the airline surrounding the world’s first flight test on a large passenger aircraft using fuel sourced from the plant jatropha. The Boeing 747-400 Rolls Royce powered test flight took place in Auckland, NZ, in December 2008. The campaign garnered several media placements, including Associated Press and Los Angeles Times articles picked up nationwide; and stories on CNN, CNBC and KNBC.

Air New Zealand’s pink Flight generated more than 285 million impressions and had a publicity value of more than $8 million.



dysOnLAUNCHING THE DYSON BRAND IN AMERICA

challenge Dyson, the top-selling vacuum in Western Europe, was an unknown entity in the United States. While Dyson

invented bagless vacuum technology and was first-to-market with bagless in 22 countries, the company arrived in the United States after the bagless vacuum category was already booming with “copycat” versions of Dyson’s

patented technology. CRT/tanaka’s charge was to build awareness of this new brand and support the October 2002 launch of its line of DC07 vacuums in the United States. CRT/tanaka also had to educate consumers that their “copycat” bagless systems did not work because they rely on filters that clog and cause loss of suction over time. The charge was complicated by a lack of national retail distribution at the time of launch.

solutionFrom the beginning, CRT/tanaka knew that the actual use of the product would help convert consumers to the

brand. Therefore, the agency worked to ensure trial of Dyson products among influentials, so that they could serve as brand ambassadors. The agency also leveraged the entrepreneurial success story of James Dyson as a

point of differentiation and distinction among corporate competitors.

CRT/tanaka secured high-profile media interviews with James Dyson two months prior to launch, including a consumer exclusive with The New york Times, a business exclusive with Forbes and a trade exclusive with HomeWorld Business. Resulting placements helped to generate an early “buzz” among key consumer, business and trade audiences.

At CRT/tanaka’s recommendation, Dyson negotiated a retailer exhibition at The Terence Conran Shop in New York City (known for design and its British namesake) a month prior to the national launch in order to secure pre-launch media coverage, which drove early awareness and trial of DC07 vacuums among influential NYC consumers. The agency also fed the pre-launch “word-of-mouth” frenzy about Dyson’s U.S. debut with high-profile product placement of Dyson DC07 vacuums at New York Fashion Week and the Emmy Awards.

CRT/tanaka staged a highly anticipated launch media event that attracted 65 targeted long- and short-lead media. Media toured the Dyson exhibition, tested the DC07 vacuums, interviewed James Dyson and “built” customized DC07 vacuums at computer stations. Dyson also hosted a cocktail reception to introduce James Dyson to U.S. design “influentials.”

results Dyson vacuum sales in the United States exceeded forecast by more than 160 percent during the launch. From ·no market share in 2002, CRT/tanaka’s launch of Dyson vacuums helped the brand to own the No. 1 position in its price category within two years, available in more than 15,000 locations across the United States, including national dealers such as Best Buy, Sears, Target, Bed, Bath & Beyond and Amazon.com.

Total publicity for 2002 through 2005 included 2,000 placements, more than 1.5 billion impressions, a $16.7 ·million ad equivalency and a PR value of more than $50 million. Media highlights included NBC’s “Today Show,” “Inside Edition,” Forbes, Time (“Product of the Year”), Newsweek, The New york Times, USA Today, Newsday, Wall Street Journal, Los Angeles Times, Washington post, US Weekly, people Weekly, o: The oprah Magazine, Elle, Town & Country, parade, Metropolitan Home, Business 2.0, “Entertainment Tonight,” CNBC’s “Squawk Box,” CNN’s “Headline News” and many others.

As a result of the celebrity product placement and product seeding campaign, high-profile influentials such as ·David Copperfield, Al Roker, Simon Doonan, Courteney Cox Arquette, Cynthia Nixon and Ellen DeGeneres raved about their Dyson vacuums.

Dyson vacuums also entered into pop ·culture, as both the subject of a “Saturday Night Live” segment and on the cartoon pages of America’s daily newspapers.

From no market share

in 2002, CRT/tanaka’s

launch of Dyson vacuums

helped the brand to own

the #1 position in its price

category within two years.

great work›


sprint NASCAR NEXTEL CUP SPONSORSHIP/LIFE AT SPRINT SPEED

challengeWhen Sprint Nextel (then Nextel) became the title sponsor of stockcar racing’s premier series in 2004, the company wanted to leverage its sponsorship to build brand awareness, enhance the fan experience, introduce new technologies and ultimately drive sales for Sprint Nextel products and services in more than 100 markets across the country. CRT/tanaka was charged with positioning the company as a leader in the wireless category by coordinating all public relations activities related to the 10-year, $750 million sponsorship – the largest in sports history – including media relations, internal communications, event management, issues management, government affairs, product launches and cause-related marketing.

solutionUsing the NASCAR title sponsorship as a vehicle, CRT/tanaka built awareness for Sprint Nextel’s public relations, marketing and governmental affairs programs to drive “off the sports page” coverage. CRT/tanaka managed Sprint Nextel’s media outreach for the NASCAR NEXTEL Cup Series, which races 36 weeks each year. Responsibilities included developing new and unique story angles, creating media materials, providing consistent message points, pitching media, coordinating production of video news releases and satellite media tours, scheduling executive interviews and coordinating weekly live television and radio broadcasts in different markets. In addition to coordinating and pitching the local markets, CRT/tanaka reached out to wireless and motorsports trade media, as well as national business, financial, consumer and mainstream print, radio and television outlets.

results Media coverage in outlets including · Wall Street Journal, USA Today, Washington post, The New york Times, The Weather Channel, NASCAR Scene, SportsBusiness Journal, pRoMo Magazine and more totaled nearly $152 million in PR-generated publicity value (not sports coverage) in the first two years of the sponsorship.

NASCAR fans who are customers generate 20 percent higher average revenue than ·the average Nextel customers and use 300 more cellular minutes per month, making them extremely profitable customers.

Sprint Nextel usage at the track in 2005 was up 21 percent from 2004. ·

The campaign was named the top-rated sponsorship in America in 2004. ·

Additional sprint nextel WorkIn 2007, CRT/tanaka was selected as Sprint Nextel’s lead strategic PR firm. CRT/tanaka was charged with re-establishing the perception of Sprint Nextel’s ability to provide advanced wireless services in a highly competitive industry.

CRT/tanaka recommended “Life at Sprint Speed,” a campaign to change the conversation from network coverage to speed. It was a position that Sprint Nextel could uniquely own in a challenging marketplace and one that would inspire the company’s new advertising campaign.

An example program that CRT/tanaka developed to support the company’s new position is “Sprint Speed Stories.” The Web-based project invited consumers to share stories of how Sprint Nextel technology helped them do amaz-ing things. It also tapped into social media and influencers that Sprint Nextel had not targeted in the past.

CRT/tanaka currently is helping Sprint Nextel monitor and keep ahead of their reputation and new technologies in the blogosphere. This includes daily monitoring of new technologies, products and sentiment about Sprint Nextel and its competitors.

The campaign was named the top-rated sponsorship in America in 2004.


LiZ CLAibOrne “WOMEN’S WORK” CAUSE-RELATED MARKETING

challengeLiz Claiborne Inc. (LCI) designs and markets an extensive portfolio of branded women’s and men’s apparel, ac-

cessories and fragrance products. The company approached CRT/tanaka to enhance and deepen LCI’s relationship with its core constituency of women, while demonstrating the company’s strong sense of corporate social responsibility.

solutionCRT/tanaka developed and launched “Women’s Work,” a domestic violence awareness and

education program. At the time, for LCI to champion domestic violence awareness was rev-olutionary, since open discussions and frank dialogue about domestic violence were still

somewhat taboo. Also, most companies that were involved with women’s issues in the early ’90s typically focused on health-related topics, such as breast cancer. CRT/tanaka worked with LCI for more than 13 years on the “Women’s Work” campaign. For the campaign, CRT/tanaka

developed and implemented numerous tactics, including billboard advertising; TV and radio public service announcements; educational posters; handbooks and brochures; college campus workshops; partnerships with local retailers and community groups; tie-ins with magazines such as Glamour, Marie Claire and Redbook; charity shopping days in Liz Claiborne and Elisabeth stores; retail fundraising items; mailings to influentials; an employee education campaign about the

issue; and an aggressive publicity campaign.

results Over the years, the “Women’s Work” campaign has successfully delivered anti-abuse messages to par- ·

ents, teens, women, men, college students and corporate America. As a result, LCI continues to be positioned as an innovative, socially responsible corporate leader more than a decade after the program was launched. Despite intensified competition for editorial coverage of women’s issues during October, as well as the media’s increasing reluctance to cover tough subjects like domestic violence, awareness of LCI’s program has increased through widespread national and local publicity.

Combined impressions for publicity and PSA airings yielded a total of more than 1.4 billion impressions for an ·advertising equivalency of more than $12 million and a PR value of more than $37 million.

Since the program’s inception in 1991, LCI has donated more than $1 million to organizations working to end ·domestic violence and encouraged another $423,500 in donations from other companies. These combined efforts have helped to successfully “reposition” the issue of domestic violence from a private family matter to a public health crisis in order to get the requisite resources and funding from the public/private/nonprofit sectors in the campaign to help end abuse.

CRT/tanaka and Liz Claiborne received a “Lifetime Achievement Award” for the campaign at the 2002 SABRE ·Awards. The campaign was named one of “The Best Campaigns of the Decade” by Inside pR magazine.

The “Women’s Work” cam-

paign helped to reposition the

issue of do-mestic violence from a private family matter

to a public health crisis.

great work›


tHe u.s. HiGHbusH bLueberry COunCiLCHANGING PERCEPTIONS OF BLUEBERRIES

challengeLewis & Neale, a wholly-owned subsidiary of CRT/tanaka, was challenged to change consumer perceptions of blueberries from “just another berry, perfect for pies” to a “great-tasting, anti-oxidant-rich disease fighter.”

solutionSeveral landmark research papers published in the late 1990s served as support for the agency’s campaign launch. L&N introduced blueberries as a super healthful fruit with strong endorsements by respected members of the scientific community. The agency targeted food and health professionals, leveraging the latest research findings through annual mailings, sponsored seminars and exhibits at dietitian, nutrition educator and other health professional conferences. L&N also conducted an aggressive print and broad-cast media blitz targeting consumers.

Over the past decade, L&N has kept the messages fresh and newsworthy by reporting the lat-est findings about the health benefits and communicating the culinary attributes of blueberries that resonate with today’s consumer – taste, convenience, versatility and availability.

results

Since 2001, the blueberry campaign has reached more than 40,000 key opinion leaders in health and nutrition ·and resulted in more than 900 million consumer impressions, with a return on investment in excess of 1,500 percent.

Perhaps even more importantly, L&N’s initiatives are credited with a 60 percent increase in the per capita con- ·sumption of blueberries since 2001. This is exceptional, because during this period price levels have steadily risen.

L&N’s initiatives are credited with a 60 percent increase in the per capita consumption of blueberries since 2001.

mArtin AirCrAFtIT’S A BIRD, IT’S A PLANE…NO, IT’S A MARTIN JETPACK

challengeFor 27 years, Martin Aircraft was cloaked in secrecy as founder Glenn Martin and a team of engineers quietly worked to create the first practical jetpack. Although still in the concept testing mode (meaning very limited flights), the company needed to create a buzz about the new product to continue to drive the development process. But how could a no-name company from New Zealand be taken seriously with a device that looked

nothing like the previous jetpack models? Martin Aircraft decided to launch its jetpack at the Experimental Aircraft Association’s annual EAA AirVenture convention in Oshkosh, Wis. in late July 2008. The company called

on CRT/tanaka to create and execute a plan that would achieve three primary objectives:

Generate credible global media coverage for the product launch. ·

Create an environment to enhance discussions with investors and generate new leads for funding. ·

Generate sales leads, both at EAA AirVenture and on the Martin Aircraft Web site. ·

The catch: test flights at the show were limited to no more than six feet off the ground for less than a minute and the PR campaign could last only 30 days with a budget of just $35,000.

solution Martin chose EAA’s AirVenture, the largest aviation event in the United States, as the site of the first public unveiling of the Martin Jetpack. But Oshkosh created challenges of its own. How could we lure top national media outlets to the middle of Wisconsin for a seldom-covered aviation event? In order to target possible investors, CRT/tanaka needed a communications plan that reached beyond the aviation community and connected with mainstream media outlets, technology trades and Web-based venues.

The agency decided to tease top outlets with online coverage and lock them in by offering a select few powerful outlets a chance to fly the machine. CRT/tanaka targeted media based on their ability to influence other media outlets and their network feed systems that would push their coverage to other outlets across the globe. Prior to the unveiling, CRT/tanaka launched two teaser videos that discussed man’s fascination with jetpacks and one that offered a sneak peak from the pilot’s perspective of what it would be like to fly the jetpack. The agency then leveraged the online videos to entice traditional outlets to bite on the story. To ensure strong international coverage, CRT/tanaka targeted The New york Times and CNN, offering exclusive coverage opportunities. To guarantee widespread national coverage, especially on launch day, the agency conducted pre-event interviews with the Associated Press.

resultsBy 5 a.m. the morning of the launch, the Martin Jetpack was featured on the front page of The New york Times and multiple features were running across the Associated Press wire, reaching newsrooms around the world. Within the first two hours after the launch, media outlets from across the globe were requesting interviews with Glenn and his team. Within the first week, the results were staggering:

More than 1,000 broadcast hits across the United States, including all major U.S. networks and seven of the top ·20 markets. Both CNN and NBC’s “Today Show” carried live segments featuring reporters flying the device.

Front page coverage in · The New york Times and London Telegraph. Stories also appeared in other national papers and globally in countries such as Russia, Italy, Germany, Brazil, Portugal, India, Australia, China and Japan. The total media value garnered by the campaign is estimated at $15 million.

Multiple potential investors contacted the company about possible partnerships. ·

Several individuals placed orders on the spot and the sales team generated more than 40 “interested” leads at ·the show.

Web traffic exceeded 100,000 visitors in the first 48 hours. The “place an order page” on the Martin Jetpack Web ·site was the second most popular page after the “take a peek” video segment.

By 5 a.m. the morning of

the launch, the Martin Jetpack

was featured on the front page of The

New york Times and multiple

features were running across the Associated

press wire, reaching

newsrooms around the

world.

great work›



COunCiL FOr respOnsibLe nutritiOn LIFE…SUPPLEMENTED CAMPAIGN

challengeThe Council for Responsible Nutrition (CRN), based in Washington, D.C., is the leading trade association for the dietary supplement industry, known for its science-based approach to supplements/use. The industry is challenged in its growth by detractors who question the safety, efficacy and cost of supplements, including media who jump on every negative or inconclusive study, however flawed.

CRT/tanaka’s PR objectives on behalf of CRN in a multiyear campaign were three-fold:

Create an environment conducive to increasing sales of dietary supplements in the United States. ·

Establish the use of dietary supplements as “mainstream” – not a fringe practice – in America. ·

Generate positive awareness and media coverage for supplements to offset the drumbeat of negative ·stories about these products.

solutionThrough research, the agency discovered that more than 150 million American adults take dietary supplements as part of an ongoing health and wellness regimen. CRT/tanaka’s creative strategy aimed to “identify, study and celebrate” these individuals – whom the agency coined the “Wellness Cohort” for being proactive about their health and wellness – and to leverage what was already an existing, powerful endorsement of supplements by “mainstream” Americans.

The agency’s recommended strategy also involved educating consumers about the responsible use of supplements while helping to simplify and personalize the use of these products – all points that our research revealed were obstacles to greater supplement use. Finally, CRT/tanaka recommended wrapping the discus-sion of supplements in the appealing and growing “culture of wellness” movement.

The resulting “Life…supplemented” campaign developed and implemented by CRT/tanaka involved a consumer-focused effort positioning supplements as one of the “three pillars” of health and wellness, along with healthy eating and exercise. Core elements of the “Life…supplemented” campaign included:

Lifesupplemented.org Web site which includes “My Wellness Scorecard” – a feature involving a 36-question survey ·that reveals where respondents fall on the wellness scale (AlphaWELL, WELL, WannabeWELL and OhWELL). When completed, the scorecard also provides feedback on how respondents fare against each of the “three pillars” of health and wellness, along with recommendations for specific supplements that might be helpful to them.

Healthcare Professionals (HCP) Impact Study on the personal use of supplements by physicians and nurses and ·their recommendations to patients of such products.

Media campaign involving “earned” (print and electronic media relations) and “unearned” (online advertising and ·e-newsletters) coverage communicating messages about supplements as one of the “three pillars” of health and the personal use and recommendation of supplements by physicians.

resultsIn year one of the “Life…supplemented” campaign, CRT/tanaka generated more than 71 million “earned” media ·impressions in key outlets targeting our Boomer audience, including prevention, Woman’s Day and Better Homes & Gardens’ Web site, bhg.com.

The campaign garnered more than 285 million impressions from “unearned” online advertising and e-newsletters ·involving sites such as HealthLine.com, WebMD, Hungry Girl and MSN.

In the first eight months the “Life…supplemented” Web site was up, it attracted 60,000 unique visitors and more than ·10,000 scorecards were completed. Completed scorecards interestingly revealed that only 1 percent of Americans are AlphaWELLS who are doing nearly everything right in being proactive about their health and wellness. Most of us are “WELLS” (36 percent) and “WannabeWELLS” (43 percent), while 20 percent of Americans are “OhWELLS.” The majority of Americans, it appears, could use some help in supplementing their health and wellness habits.

The HCP Impact Study, importantly, revealed the use of supplements by health care professionals, indicating that 72 ·percent of physicians and 89 percent of nurses take dietary supplements. This is a higher percentage than even the 68 percent of American adults who report taking these products. Moreover, the HCP Impact Study revealed that of the 28 percent of physicians who do not use supplements, 62 percent still recommend them to patients. The news that “doctors take and recommend supplements” was a key message of our media coverage.

In the first eight months the Web site was up, it attracted 60,000 unique visitors, and more than 10,000 scorecards were completed.

ApOkyn: myLAn bertek pHArmACeutiCALsAPOKYN TO THE RESCUE

challengeMylan Bertek Pharmaceuticals turned to CRT/tanaka just prior to gaining FDA approval of the orphan drug APOKYN, the first therapy designed to rescue Parkinson’s patients from debilitating “off” episodes. Research showed there was widespread awareness of the medication among physicians, but not within the patient population. CRT/tanaka’s challenge was to create a buzz within the Parkinson’s community and to educate patients about the availability of the nation’s first rescue therapy.

solutionTo generate buzz within the Parkinson’s community, CRT/tanaka first implemented a multi-wave media relations campaign, reaching national media outlets, wire services and medical publications by leveraging the FDA approval announcement. The second wave focused on enabling reporters in cities with high patient populations to see the drug in action.

To supplement the media relations campaign, CRT/tanaka developed an “events” campaign that included efforts to leverage major Parkinson’s conferences, as well as the creation of a series of “Rescue Summits” in partnership with the American Parkinson’s Disease Association. Each summit included a physician-to-physician educational component where “off” episode

experts could discuss the benefits of APOKYN, as well as a presentation by a Parkinson’s expert to patients and caregivers. The highlight of each presentation was a 15-minute video that showed APOKYN in action.

The effort also included strong outreach to Parkinson’s support groups through “off” episode webcasts, chapter newsletter articles covering “off” episodes and presentations by sales representatives to local chapters.

resultsWithin one year of the launch, CRT/tanaka’s campaign reached more than 38 million consumers with a media ·value in excess of $1.7 million (a 500 percent return on investment).

The highlight of the media relations effort was a live “before and after” demonstration on NBC’s “Today Show.” ·The patient showed a national audience the debilitating nature of “off” episodes and how APOKYN rescues a patient.

The “events” campaign enabled Mylan Bertek to speak to more than 15,000 Parkinson’s patients and caregivers. ·

The Rescue Summits enabled Mylan Bertek to reach more than 100 physicians and 300 patients in small group ·meetings. As a result of the patient meetings, survey results showed that 84 percent of attending patients indicated they planned to “speak with their physician about APOKYN,” and 88 percent of respondents said they planned to speak with a friend about the new therapy.

Within one year of the

launch, CRT/tanaka’s

campaign reached

more than 38 million

consumers with a media

value in excess of $1.7 million (a 500 percent

return on investment).

great work›



sCHerinG-pLOuGH COrpOrAtiOn GLOBAL REORGANIZATION

challengeIn February 2007, CRT/tanaka was engaged in a one-year internal change communications initiative to assist Schering-Plough Corporation in communicating a global reorganization. The reorganization affected four business groups related to conducting and monitoring clinical trials, and included communicating new reporting relationships, new job descriptions, adjusted roles/responsibilities, new processes and a new approach to internal collaboration. The change affected about 5,000 employees spread across 52 countries and the U.S. headquarters.

solutionCRT/tanaka was charged with educating country leadership across the globe about the reorganization and its necessity, gaining buy-in and preparing country leaders to implement the changes within their countries. To develop a relationship and encourage regular voice communication with this key audience, monthly meetings were held with each region to provide a forum for discussion and gather local feedback. In addition, CRT/tanaka developed regular written communications materials that kept country leadership in touch with the initiative on a daily basis.

In an effort to increase general awareness about the reorganization, CRT/tanaka developed an intranet site (housed on the company’s network) to share information as changes were rolled out. A monthly e-newsletter highlighted new information and drove employees to the intranet site. The site included Q&A sessions with executives relating the change to their business groups, video of top executives speaking about benefits of the reorganization and the future vision of the company after the change was completed, success stories told by employees across the globe, training materials, implementation update notices, FAQs and more.

CRT/tanaka also hosted a “Global Panel Discussion,” a live roundtable of executives in the company directly answering questions from employees affected by the reorganization. The audio was broadcast globally and afterwards posted to the intranet site.

resultsIn March 2008, the project successfully closed with countries self-sufficiently implementing the new organization models in their country – changing reporting lines, filling newly-created positions and conducting process trainings.

In March 2008, the project successfully closed with countries self-sufficiently implementing the new organization models in their country – changing reporting lines, filling newly-created positions and conducting process trainings.

In october 2007,

CRT/tanaka worked with

the BBB to create and launch the

organization’s new brand

identity externally, which has resulted in significant

media coverage.

COunCiL OF better business bureAus REVITALIZING THE BBB BRAND

challenge In 2006, the Better Business Bureau (BBB) and its 130 local bureaus across North America engaged CRT/tanaka to

revitalize its 95-year-old brand and better position the organization as the “go-to” source on marketplace trust for both businesses and consumers. Businesses join BBB for the purpose of marketing their affiliation to

consumers, and consumers use the organization to research and identify trustworthy businesses to hire. Therefore, the challenge was to develop a brand that would be relevant to businesses but that also

would attract consumers to seek out trustworthy businesses through BBB.

solutionBeginning in May 2006, CRT/tanaka analyzed volumes of research to understand more

clearly consumer and business perceptions and attitudes regarding the BBB. CRT/tanaka

performed a brand equity analysis, uncovering key findings that drove the strategic direction for

positioning BBB as a standards-based organization versus a trade/membership organization. Research indicated that there was little understanding that businesses must go through a detailed review process and contractually agree to abide by a set of ethical standards in order to market their affiliation with BBB. As a result, we changed the Seal program from “BBB Member” to “BBB Accredited Business” and built a comprehensive brand platform, which included:

Value propositions ·

Brand essence ·

Naming architecture ·

Personality and tone of voice ·

Key messaging map ·

Graphic identity ·

Tagline ·

resultsIn September 2006, CRT/tanaka presented the new brand ·platform at the BBB’s annual assembly in Vancouver, British Columbia, Canada, to more than 200 attendees with an overwhelmingly positive response.

In October 2007, CRT/tanaka worked with the BBB to create and launch the organization’s new brand identity ·externally, which has resulted in significant media coverage, including a lengthy article in The New york Times, as well as coverage in U.S. News and World Report (online) and Inc. magazine (online).

The BBB’s new brand also has been featured in numerous daily newspapers across North America, as well as in ·pRWeek magazine, the public relations industry’s leading trade publication.

great work›


Brand Identity


tridiumHI-TECH CAMPAIGN OF THE YEAR

challengeTridium Inc. is a leading provider of Internet-enabled, automation software and applications that allow multiple devices and systems to communicate and work with one another as a single system. Tridium’s challenge was to overcome the industry skepticism regarding its products and convince customers they could indeed achieve where others failed.

solutionCRT/tanaka assisted Tridium in all aspects of its branding and marketing, including logo and tagline development for the company, its Niagara Framework technology platform, Vykon Building Automation Suite and Vykon Energy Management products.

CRT/tanaka then developed and implemented an integrated marketing campaign aligned to Tridium’s overall business objectives to increase sales and strategic alliances in the United States, Europe and Asia-Pacific. The team wrote, designed and placed ads for Tridium in numerous trade publications; developed collateral material, including product brochures, case studies, sales sheets and recruitment materials; and wrote numerous bylined articles, white papers and product descriptions featured in approximately 100 leading building automation, facility and energy management publications.

resultsThe results of CRT/tanaka’s efforts are best summarized by the client: ·“In a few short quarters, Tridium went from an unknown entity in the building automation and energy markets to a company that everyone has on their radar screens as the most innovative and up-and-coming company in the industry. We are the targets of competitors’ aims and on the very short list of solutions for end-user customers. Our total marketing package – public relations, advertising, trade shows and highly effective promotional materials – has paid off tremendously.”

During the 12-month period, CRT/tanaka’s efforts helped Tridium ·increase sales by nearly 300 percent. The campaign also received national recognition as the 2002 Hi-Tech Campaign of the Year from pRWeek magazine – besting such well-known consumer technology companies as Blackberry, TiVo, Earthlink Broadband and Kyocera Wireless. It also received a Gold Quill Award from the International Association of Business Communicators (IABC) for media relations.

During the 12-month period, CRT/tanaka’s efforts helped Tridium increase sales by nearly 300 percent.



Relationships and the

company’s brand image

have improved to the point

that the community

now often rises to defend

Network Solutions.

netWOrk sOLutiOnsTHE VOICE OF THE CUSTOMER

challengeOnce the sole provider of domain names on the Internet, Network Solutions now competes in a crowded mar-

ketplace. And while the company still manages more than 7 million domain names, it also manages more than 1.5 million e-mailboxes and more than 350,000 Web sites and provides a wide variety of additional

services for small businesses. Still, many people think of the company as a monopolistic domain provider and are not aware of its many new and value-added service offerings.

Network Solutions found itself in an era where the voice of individuals, with their opinions and griev-ances, had been empowered by technology such as blogs, podcasts, online video and other online pub-lishing platforms. As a result, approximately 60 percent of the company’s social media conversations

were negative. But much of the online conversation about Network Solutions was based on outdated information. The company, in fact, had excellent customer service.

When Roy Dunbar took over as CEO of Network Solutions in 2008, he put a premium on communicating more clearly and openly with stakeholders, viewing social media outreach as a natural outcrop of the company’s customer service philosophy. To help the company successfully join the conversation and improve its online reputation, Network Solutions turned to the social media experts at CRT/tanaka.

solutionSmall business owners, Web designers and Web developers are Network Solutions’ primary stakeholders, and CRT/tanaka knew that building a bridge with this net-sav-vy audience was the key to improving the company’s negative reputation. But this stakeholder community had a lingering negative perception of the company, and to accomplish its goals, Network Solutions needed to demonstrate that it was human,

accessible, committed to resolving issues and trying to affect change. This would be the primary strategy to diffuse negative commenting and begin new conversations, both of which were vital to the company’s long-term health.

CRT/tanaka’s strategy for Network Solutions included proactively and publicly participating in important commu-nity events, both on and offline. Online participation included revising editorial content for the company’s “Solu-tions Are Power” blog, participating in social networks and forums like Twitter, Facebook and Dzone, and actively monitoring comments and conversations. The company enacted a policy to comment on posts within 24 hours, but preferably within four hours. When responding in forums and blogs, Network Solutions focused on delivering substantive comments by well-identified representatives of the company, and complaints were recorded in a Voice of the Customer Web site to facilitate future product development.

Offline, Network Solutions regularly hosted live social events in cities such as Atlanta, Baltimore and Washington, D.C., featuring content that would help small businesses grow. Attendees were recruited online via social media channels, and Network Solutions’ staff also attended top social media events throughout the year. In addition, the company conducted a blogger outreach tour and hosted the Solutions Stars Video Event, which garnered more than 70 blog posts, 700 tweets and attracted 5,000 visitors.

results

In the last half of 2008, Network Solutions saw a significant rise in positive discussion about the company, indi- ·cating improvement in the company’s online reputation.

Relationships and the company’s brand image have improved to the point that the community now often rises ·to defend Network Solutions.

Negative tweets and posts continue to turn into publicly positive outcomes every day. ·

In an ongoing effort to enhance its brand, Network Solutions is currently working to address and improve as- ·pects of its products and services that have elicited complaints from consumers.

The campaign won a prestigious Gold Quill award from the International Association of Business Communica- ·tors (IABC), as well as a Society for New Communications Research award.

great work›


Approximately 10,000 visitors viewed the Goodwill fashion show video, with nearly 15 percent of them shopping on the organization’s online or eBay store.

GOOdWiLL OF GreAter WAsHinGtOnUSING SOCIAL MEDIA TO REACH A NEW AUDIENCE FOR GOODWILL’S RETAIL STORES

challengeGoodwill of Greater Washington’s mission is to educate, train, employ and place people with disadvantages and disabilities, creating a stronger workforce and a more vital community while building dignity for the people the organization serves. Goodwill was looking for a way to make its retail stores more appealing to a secondary market segment – young, professional women who love vintage and inexpensive fashion. The group had already decided to launch a new online store through eBay, and needed to build awareness for and drive traf-fic to the site and its bricks-and-mortar locations. To do so, Goodwill turned to CRT/tanaka’s social media team for guidance.

solutionWorking with CRT/tanaka, Goodwill executed several tactics to accomplish its goal. It converted its annual live fashion show into a virtual online fashion show by posting an eight-minute video of the show on the Goodwill Web site and on YouTube. The company also built a blog site focused on vintage and contemporary fashion that was hosted by the D.C. Goodwill Fashonista, Em Hall. Additionally, CRT/tanaka helped Goodwill drive interest and push traffic through the company’s existing e-mail database, and created pages on social networking sites such as Facebook.

All social media and online efforts were coordinated and integrated in an effort to support each other. The D.C. Goodwill Fashionista blog and other social media initiatives were execut-ed to subtly promote Goodwill’s retail stores and avoid appearing as blatant advertisements. Instead, the blog offered tips for buying vintage and contemporary fashions. The blog and online fashion show also had to be transparent in offerings of Goodwill, in order to build cred-ibility, trust and loyalty.

All of these social networking options allowed Goodwill to cultivate and communicate with prospects on the quality of merchandise at its retail locations as well as educate them about Goodwill’s mission of job training for the disadvantaged and disabled. The organization incor-porated its more traditional marketing efforts into this strategy as well.

results

After only six weeks, Goodwill’s blog was averaging between 600-800 readers per week. The blog also was suc- ·cessful in retaining more than 25 percent of its readers and converting more than 3 percent of them into online shoppers. Pushing online retail through the organization’s social networking site effectively drove traffic to the eBay site, resulting in steadily increasing sales.

Approximately 10,000 visitors viewed the Goodwill fashion show video, with nearly 15 percent of them shopping ·on the organization’s online or eBay store.

Word of the Goodwill Fashionista has spread, and the campaign has been featured by national outlets such as ·CNN, NPR, Dow Jones, American Public Radio, AARP and The Washington post, as well as by all D.C.-area network affiliates.

The campaign recently earned three prestigious “M” awards from the Washington, D.C. chapter of the Ameri- ·can Marketing Association, for “Best Consumer/Retail Campaign,” “Best Campaign on a Shoestring Budget” and “Best Internet Marketing Campaign.”

Young, professional women continue to ·enjoy the blog and Goodwill hopes to even-tually engage them to be more passionate about the organization’s mission.


key COntACts Mark raperChairman & [email protected]

Patrice tanakaCo-Chair, Chief Creative [email protected]

business deVeLOpment Jeff WilsonAssociate Vice President Director, Business [email protected] *Contact Jeff Wilson for all general new business inquiries.

prACtiCe AreA COntACts Ellen Lanicca AlbaneseExecutive Vice President Consumer [email protected]

Michael WhitlowExecutive Vice PresidentCorporate [email protected]

Debbie MyersExecutive Vice President Health Practice757.640.1982 ext [email protected]

Mike MulvihillPresident, CRT/tanakaInteractive [email protected]

West COAst Marcy WalshVice President &General ManagerLos Angeles [email protected]

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