I. RESEARCH
Following a merger of seven brick companies across the continent, Hanson Brick became the largest brick maker in North America but a big company isn't necessarily a big brand. The company had to integrate 2,000 employees, who spoke three different languages,
~- .'. worked in seven different ~ul~es, and had perso~al relationships with thousands of customers. In late 2002, Hanson Brick engaged
Argyle Rowland CommumcatlOns to develop and Implement a strategy to launch the company to its key audiences.
•
Our first step was formal research (see work sample) into the views of our most critical audience groups - customers, customer
influencers and employees of the seven former companies. We also undertook further informal research by gathering anecdotal
information about customers from sales representatives, who were the company's closest ties to its customers. Here's a summary:
Customer views:
• Three-quarters of customers knew "very little" about Hanson and the amalgamation
• Compared to competitors, Hanson Brick customers identified the following competitive advantages: "highly professional staff,"
"excellent product quality and technical support," "excellent service and customer relationships."
• Customers worked tight schedules, were invited to numerous events and had interests that varied significantly by region
Employee views:
• Employees viewed the following, as the new Hanson Brick's greatest strengths: "employees are a significant strength"; "wide
product range"; "excellent product quality and support"; and "excellent reputation."
• However, benefits of the amalgamation were not clear, employees lacked "a clear understanding of Hanson's culture and values."
• Some employees were also concerned about losing their regional identity and brand - and the credibility of information coming
from management, likely due to the lack of familiarity with new senior executives.
II. PLANNING, STRATEGY & ANALYSIS
The research told us the stakes were high. Protecting the company's $300 million in revenue meant transferring the brand equity from
the seven former companies to the new one - and positioning the new Hanson Brick for future success in a very competitive market.
Audiences
• Customers and customer intluencers - e.g., builders, contractors, masons and architects. Characteristics: predominantly male;
professionals; hard workers with busy lives and tight schedules
' _ . Employees - a culturally diverse group of 2,000 employees, speaking three languages at 22 plants across North America
Goals & objectives: Armed with our research, we developed the following objectives to ensure audiences received and endorsed our
messages:
• Employee participation and interest in events: Target of 80% employee attendance and engagement during Q&A periods.
• Employee retention/satisfaction: Target of90% employee retention after merger and 75% "positive" view of merger benefits.
• Customer participation in launch events: Taking into consideration busy schedules and travel arrangements, we set a
reasonable target of 60% attendance from Hanson's "top-tier" customers.
• Customer retention: Our clients believed the best "global" measure would be the maintenance of sales volumes from 2002-03.
Strategies: The Argyle Rowland team developed a unique campaign called "Hanson Brick: Coming Together." It featured a series
of informative and celebratory events that would use the following strategies (see tactics for event details):
1. Rebrand through relationships. Rebranding success would depend on the accurate transmission of messages from Hanson
management to employees, and then from employees to customers. Given the perceived remoteness of Hanson's senior
management, we organized a series of events where Hanson's management would interact and build relationships with staff.
2. National brand, regional dimensions. We determined that to "sell" the benefits of being part of a bigger, stronger company,
Hanson Brick needed a big, strong, single North American brand. However, given the considerable equity in regional identities
and relationships, our events were uniquely tailored to highlight Hanson's respect for the regional roots of the seven companies.
3. The message: Great products, great people. Our events higWighted our acknowledged strengths the beauty, quality and
durability of building with brick, and the skill and service of Hanson's people across the continent.
III. EXECUTION, PRODUCTION & COMMUNICATION
To provide a clear focus, we set a date (March 28,2003) at which the seven Hanson companies would officially become one.. Hanson
Brick was officially launched at the industry's largest annual trade show in Orlando, Florida. From February to early-May, the launch"Hanson: Coming Together" - unfolded across North America, with regional employee and customer launch events.
..ARebranding through relationships - with employees
' - T o build credibility and relationships we communicated to employees first using the "President's tour" consisting of 16 events for
employees at all 22 of Hanson's plants. The tour involved Richard Manning, Hanson Brick's president and CEO, touring each facility
and hosting "Coffee with Richard," a roundtable meeting giving employees the chance to get to know him. We developed a customized
presentation for each event and screened an exciting video (with translation where necessary).
Comm ullicatioll Projects - Special Evellts @Argyle Rowlalld Commullicatiolls, 2004.
To ensure widespread dissemination and understanding of messages we also appointed local "brand ambassadors" who delivered key
messages to every Hanson employee - and distributed videos and t-shirts to those not in attendance.
\
·*Rebranding through relationships - with customers
_To build relationships with customers, we organized a series of "one ofa kind" celebratory regional events. Excitement was built using
personal invitations from sales staff, followed by custom-designed invitations and reminder phone calls. Reflecting the make-up of
customers, the 6vents were complex and varied, involving cross-continental site visits and regional planning sessions. Events included:
•
•
•
•
•
A Day at the Races, Lexington, Kentucky - Guests attended opening day at the races and were treated to an afternoon
of betting and buffet eating, followed by a formal dinner at a prestigious local restaurant.
Revving it up, Charlotte, North Carolina - All participants donned a full race jumpsuit, helmet and goggles to
participate in a NASCAR driving experience with a professional racer in a Winston Cup style car. The action-packed
event was completed with lunch at the speedway.
Celebrating Texan Style, Dallas, Texas - Greeted by Richard Manning on horseback, customers got to hoe-down at a
ranch for a traditional Texan cookout. The event was complete with a barbecue, quick-draw fighters, western photobooth, raffle draw and a live country and western band.
Making History, Montreal, Quebec - Customers gathered for an elegant evening in historic Old Montreal with a wellknown Quebec comedian - Guy Richer. Richard Manning presented sections of his speech in French and all presentation
materials were provided in French including: signage, speeches and presentations.
Hockey Night with Hanson, Toronto, Ontario - This was a hockey-themed, charitable dinner featuring a guest speaker
- Canadian NHL legend Darryl Sittler - at the beautiful Art Gallery of Ontario. Proceeds from Polaroid photos with
Darryl and prize draws, including "Hockey night with Darryl" supported the National Colorectal Cancer Campaign.
National brand, regional dimensions - The Hanson Brick Art Collection
To retain the regional strength and heritage of the former companies, our special events featured unique tributes to each region. An
artist was commissioned in each region to create a painting of a local brick landmark, and unveiled it at each local customer event.
Attendees at each event received a print of the painting representing their region, plus a set of note cards of the whole art collection.
The events also featured short presentations that unveiled regionally-based product brands. The team organized the company's
A'products into five "collections" - one for each region. Each was represented by a distinct icon: a leaf indigenous to the region. There
•
was the Canada Collection (Maple leaf), Carolina Collection (Sweetgum leaf), Heartland Collection (Sycamore leaf), St. Laurent
Collection (Birch leaf) and Texas Collection (Oak leaf).
The message: Great products, great people.
At every customer and employee event Richard Manning's customized presentation (see work sample) introduced the overall brand
identity and regional collections. To ensure message accuracy and penetration Richard was trained for presentation and message
delivery. We also scripted and produced a trilingual video te!ling the new Hanson Brick story - under the tagline "Great products.
Great people." The lively, animated video was unveiled at each regional event and included production images at various plants and
interviews with employees and customers across North America.
IV. BUDGET & CHALLENGES. Our event expense budget was $250,000 for 16 employee events and five customer events. In
addition to event design and management, this included scripting, shooting and producing the video and commissioning the Hanson
Brick Art Collection. Our resources were limited, but sufficient to do the job with careful planning and organization.
We faced many challenges. Here are two of the most significant:
• SARS: Less than two weeks prior to the event, the World Health Organization issued an advisory cautioning against travelto
Toronto. After careful risk assessment, the Hanson team came to Toronto. The message: "The WHO said postpone all but
essential travel. We considered this to be essential." Customers responded with appreciatoin and corporate Hanson understood.
• Organization: Coordinating a North American-wide campaign was a huge organizational challenge, particularly given the tight
timeline. To address this, members of our team took "ownership" of different challenges: e.g., message/presentation training;
speech writing; event planning, etc. We also worked closely with regional Hanson Brick marketing and human resource staff.
V. EVALUATION - In terms of its objectives, the launch of Hanson Brick was a success. The campaign's achievements included:
• Employee participation: More than 90% employee attendance; remainder receiving materials through brand ambassadors.
• Employee satisfaction and retention: Turnover ofless than 5%, despite massive organizational changes. A employee survey on
_~
impressions of the merger is scheduled for the spring of 2004, but feedback from human resource managers suggests very positive
•
feedback and optimism about the company's future.
• Customer participation in launch events: Among Hanson's "top-tier" customers, more than 75% attended launch events. This
success speaks to the attractiveness of the events to local customer audiences.
• Customer retention: At the end of2003, Hanson's commercial president reported this to a meeting of his sales force: "Our sales
volumes were higher in 2003 than the previous year, and our profit is up - all in a year of tremendous challenge and change."
@Argyle Rowland Communications, 2004. - Page 2 of2