A review of the marketing campaigns that I have executed to date.

1. Peter Hunt: Marketing
Portfolio
“The aim of marketing is to know and understand the customer so well the
product or service fits him and sells itself”.-Peter Drucker
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2. Table of Contents
Executive Summary ..................................................................................................................... 3
Campaign 1: Distraction Entertainment ..................................................................................... 5
Campaign 2: BlueChief Solutions .............................................................................................. 11
Campaign 3: The Lakeside Hotel and Leisure Centre ................................................................ 18
Appendices ................................................................................................................................ 22
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3. Executive Summary
The following is an overview of the campaigns that I have executed in the past 2 years. The
campaigns feature the SaaS, Entertainment and Hospitality industries.
The first campaign was carried out for Distraction Entertainment, a not-for-profit electronic
music night founded by 3 DJs and myself in Limerick City, Ireland.
The Next Campaign detailed is the content strategy I designed for BlueChief Solutions, a
startup, based in Limerick, Ireland operating in the Software as a Service industry.
The Final part of this portfolio document is dedicated to the Social Media campaign I executed
for The Lakeside Hotel and Leisure Centre, a 3 Star Hotel located in Co. Clare, Ireland.
Each of the campaigns demonstrates my ability to successfully coordinate campaigns through
multiple channels. The campaigns highlight my creative problem solving abilities and my ability
to measure and implement changes to campaigns as necessary.
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4. Distraction Entertainment
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5. Campaign 1: Distraction Entertainment
Company: Distraction Entertainment
Assignment: To increase numbers to 150 and maintain these attendances at all events
Timespan: 3 months
Measurement: Paper survey and gate receipts and demand for merchandise
Budget: 200 Euros
Media used: Social Media, Newspaper, Flyers, Posters
Strategy 1: Identify opinion leaders (connectors) within the marketplace and recruit them for
the Distraction Team.
Incentivize “connectors” with free beers at Distraction events and free passes to different
events in the city. The key to the success of this strategy was not to make them seem like
obvious reps so I decided that we would not give them any obvious merchandise such as tshirts as people would switch off at the sight of another sales rep.
Strategy 2: Create a piece of merchandise that was both fashionable and very visible:
We decided to create a smartphone skin from a piece of event artwork that the creative team
had designed. (See appendix 1)We then gave the skin to people who we deemed to deserving
of the merchandise based on Social Media interaction and attendance at shows.
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6. Brand Awareness before campaign:
The first survey was carried out the month before the campaign was launched:
Brand Impressions:
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7. Observations:
The marketing methods being used were either the victim of bad distribution or were not
standing out in the noisy marketplace. As Marketing Coordinator I had always endeavored to
make the Distraction brand highly visible to our target audience and so it was concluded that
our creative execution was at fault and it was hoped that the new strategies would aid us in
filling this void.
Following the campaign the same questions were asked of a similar sample in order to
guarantee consistency and fairness.
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8. Brand awareness following campaign:
Brand Impressions following campaign:
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9. Attendances:
Conclusion:
Following data analysis of the campaign, it was clear that the campaign was a success with
brand awareness doubling (30% to 60% of sample) and average media impressions almost
doubling 66.5 to 118.5.
With the exception of January (post-Christmas slump), attendances had seen a steady rise with
numbers in March through May reaching and exceeding the target set out in the campaign
objectives.
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11. Campaign 2: BlueChief Solutions
Company: BlueChief Solutions
Assignment: To create unique content for the BlueChief Solutions’ sales and marketing team to
better equip their efforts by delivering concise stories with key messaging regarding products
with the hope of attracting new customers.
Timespan: 3 months
Measurement: In-house, affiliate and investor pitch and review
Budget: n/a
Media used: n/a
Task 1:
Creating Customer Profiles:
Before writing content, I developed customer profiles to better understand what exactly the
underlying needs of the target segments were. Key areas of analysis included demographic and
psychographic variables.
The information was gathered through observations during interviews carried out with
potential customers.
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12. Key areas of interest when constructing the profiles included tech-usage, urban/rural dwelling
and age. Drawing on our knowledge of the adoption of innovation curve; the team constructed
the following 2*2 matrix
X-axis shows proactivity/reactivity to technology. Y-Axis shows monetary value to the
organization. This is calculated as follows: L.T.V of Customer+Loyalty-C.A.C1.
The matrix gave me the starting point for the content project.
The next part of the project involved picking the best format for the stories I would write.
Having covered some of the literature written in the field of neuromarketing I decided that
applying some of this knowledge would add value to the project.
I also viewed some of the work of ethnographer and author Simon Sinek, particularly his 3
Golden Circles framework.
1
L.T.V- Lifetime Value; C.A.C- Cost of acquiring customer.
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13. BlueChief 3 Golden Circles
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14. 2(a)
Customer profile:
Gerry, Age: 47
Profile Group:
Keep up Keith
Pain points identified:
Cost of current system; Disruption of new system to operation;
Gerry banishes the financial blues with TaxiChief
It’s a cold, wet January morning, the draft coming from the open window in the taxi base leaves
goose bumps on Gerry’s arms; the harsh weather echoes the feelings in the taxi-base.
Gerry is bewildered at the sight of a once fruitful business; a nagging need for integrated
technology has driven Gerry down the wrong path. He now faces the dim prospect of handing
over hard cash for a system that isn’t bearing fruit. His heart beats to a droning percussion of
misery.
"What has happened to my business he asks himself??" He sees technology as a solution but
the painful costs are gnashing at his finances, he begins his search for answers and discovers
TaxiChief, a system that will give him all the benefits of his current setup but at a much more
manageable price. Gerry can see the benefits that a system like TaxiChief can have on his
business, but he is worried that a change in system could have a tremor-effect on his operation.
He is apprehensive.
He speaks with the TaxiChief team and is reassured that the new system won't cause any major
disruption to his operation, installation is quick and easy and updates cause little or no
downtime. Gerry has the system installed and soon he finds that his eureka moment has led to
one of the best decisions he has ever made. Gerry’s business is now flying high. Thanks to
TaxiChief, Gerry has complete control over his business and no longer stresses about the
burden of over-priced software. His business is no-longer running its final lap but is facing the
dawn of a bright new day.
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15. 2 (b)
Customer Profile:
Martin aged 52
Matrix Position:
Pedestrian Patryk (Latest adopters and Laggards)
Pain Points identified:
Fear of disruption; cost of new system; lack of tech-suaveness.
Martin , father of 2 and his failing operation
On a cold, wet February morning, Martin looks around his taxi base and sighs to himself, he has
been angered at the sheer lack of cash flowing into his once flourishing business. "Bloody
recession", he splutters.
Martin has been the manager of his co-op for many years, he has watched as many of his
colleagues have joined the technology revolution but Martin is not too keen on the idea of an
expensive system. He has always tried to run a steady ship and as such has relied on old
methods for a long time as he fears that a change to a new system could be disruptive to his
operation.
He has always been kept in the loop of the local taxi industry and has had heard endless advice
pointing him in the direction of a new technology system. But Martin, always a man to tirelessly
assess investment options, is taken aback by the excruciating fees his colleagues are forced to
pay. "These tech companies are sucking us dry" he gasps.
Facing a stormy future where incomes are unpredictable and with so many operations failing,
Martin is approached by a concerned colleague and friend. His friend points to his pre-historic
operation as a factor in his ever-declining business. "This ship will sink if you don’t plot a
different course" he tells Martin. Martin realizes that his friend is right and a change in
approach is required to keep his business on the straight and narrow.
He does some research and discovers that there is a system available that doesn’t require large
nominal fees, is easy to set up and won’t disrupt his business, Martin, not the most tech-savvy,
is still reluctant and so decides to contact the TaxiChief team to ask some questions, the team
tell him that the system is designed to be used by normal people and so his lack of "techsuaveness" was nothing to worry about. Martin trials the system and soon finds that his
reservations are unfounded, the system is amazingly simple to use and he sees the benefits
almost immediately, he now has complete control of his taxi-operations and more insight into
where money is being made and lost. Martin has even saved enough money to finance a
holiday with the family. "Happy days", he retorts, Happy days indeed Martin.
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16. Conclusion:
The new content was presented to company affiliates within the Nexus Innovation Center
where BlueChief resides. Other people such as investors and advisors were also intrigued by the
“fresh approach” that the team had taken. The feedback was positive with many pointing to the
enticing nature of the content. However many people did state that the language was a little
“too flowery at times”. These points were duly noted and changes were made accordingly.
Measuring the effectiveness of the content is ongoing as the company is currently launching its
products.
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18. Campaign 3: The Lakeside Hotel and Leisure Centre
Company: The Lakeside Hotel and Leisure Centre
Goal: To increase Social Media interactions and page likes/followers
Timespan: 4 months
Measurement: Facebook insights and Hootsuite analytics
Budget: 50 Euros
Media used: Social Media (Twitter, Facebook)
Strategy:
Identify Brands key pillars through the analysis of metrics over a 2 week period. The team did
this through the generation of 10 post themes and then measured the effectiveness of each
theme based on interactions with our audience. The analysis was carried out over a 3 weeks
period.
Following the analysis a Social Media philosophy was established and the brand pillars
identified in this philosophy were communicated through the content created. The brand pillars
identified included Staff, History and food and beverage.
The following 5 posts were selected and run over a 2 week schedule:
Theme
Content Item
Description
Staff
Staff Bios- “A weekly update
A review of one of our team members,
showcasing the individuals that make experience, likes and dislikes. (See
the Lakeside what it is.”
appendix 2)
Food and
Beverage
Board of wisdom- “A little piece of
bodily wisdom for the food and
beverage archives.”
A quote from the food and beverage
archives displayed on a blackboard in
the hotel bar.
Food and
Beverage
Freshly Prepared
A picture with caption from the
kitchen showcasing the wonderful
food that we prepare each day.
History
Did you know..?
A review of a historical event linked to
the hotel or local town.
Staff
Walkabout Wednesday- “A little
insight into what we do to make our
hotel perfect for you”
Picture with caption showing one of
our staff carrying out daily duties.
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19. Competitions:
The hotel had executed quite a few competitions before I took over as Social media
coordinator, many of which involved liking and sharing. I felt that to drive real engagement, we
should invite people to become a part of our Social Media Campaign by posting one of their
favorite pictures from within the hotel. The competition also allowed the brand to connect with
the offline consumer as the resulting portrait would be posted on the walls of the hotel. We
offered a very attractive prize for the extra effort. The feedback was terrific and we received
over 100 entries. The following Portrait was created of the entries received.
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20. Results:
This graph shows us that interactions were very positive following the beginning of the new
campaign with average post interactions climbing from 40 in the 3 months from May to July to
120 in the 4 months during the campaign.
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21. Average Post reach which is influenced by interactions, naturally saw an increase during the
campaign period with numbers moving from an average of 650 pre campaign to 1175 during
the campaign. This rise in impressions contributed to a small but nonetheless meaningful rise in
page likes from 1200 to 1600 or 33%.
Conclusions:
With Post Reach and interactions increasing significantly, the Social Media philosophy that was
introduced was a major success. It highlighted to me the importance of first identifying exactly
what your customer would like to see when they view your Social Media presence. It should not
be used as a purely promotional channel, although gentle reminders of your product and
service offerings are often necessary. These promotional reminders need to be integrated into
a content rich formula that includes your best brand attributes.
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22. Appendices
Appendix 1
Distraction Smartphone Skin.
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23. Appendix 2:
Staff bio as featured on the Lakeside Hotel and Leisure Centre’s Facebook page.
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