Case Studies - Stark Communications Inc.

Large Provincial Power Company
Internal Communications Audit

Challenge: To identify the communications needs of newly-merged staff from two organizations.

Strategy: We conducted thirty-eight, one-on-one interviews with key staff including the President, several internal department heads (HR, legal etc.) and a number of other senior managers in order to assess the flow, tone and delivery vehicles currently in use. Also obtained opinions on the corporate culture, what they wanted to keep and change, and more.

Outcomes: Over forty recommendations for communications changes and innovations, key messages, and delivery systems. For maximum effectiveness, all recommendations were phased in over three years and were tied to specific benchmarks. For example, department and individual performance reviews were tied to achievement of specific objectives. A new system for two-way feedback was also created.

Special Event For A National Association's
Annual Awards Presentation

Challenge: To attract media / their spouses / corporate and industry sponsors to an annual awards ceremony designed to honour journalists. To create industry 'buzz'.

Strategy: For 14 years now we have created an entertaining, fast-paced annual event that is held in different Canadian cities. Affordability for audience and sponsors alike is a key element of its ongoing appeal. In addition to the 20 awards (from feature writing to sports photography), the three runner-ups in each category are showcased in a video. Well-known industry pundits / unsung heroes make the awards presentations. VoicePrint.ca covers the event live via Internet and broadcast and media can hear of the winners across the country in real time. Each year, staging backdrop is changed to provide "wow" factor.

Outcomes: Attendance has grown from 300 to 550 each year. For the 50th anniversary gala there was a record 725. We have also grown the corporate sponsors from none to 15 and created key corporate sponsor guidelines.

One of the top five Canada banks
Internal Communications Audit
of Their Website Intranet

Challenge: To evaluate a newly launched intranet site.

Strategy: We held three focus groups and ten one-on-one interviews to obtain feedback from representative staff. Specific criteria were developed to determine if the intranet was meeting staff needs. Respondents provided feedback on visual impact/interest, ability to locate information with ease, type and usefulness of information, and more.

Outcomes: Direction for graphic and content change, including site deletions and additions. All recommendations were implemented.

Nine months later, we were invited back to conduct a status review with the original respondents, an additional focus group, and five new, one-on-one interviewees. The key outcome: staff was very impressed that management listened to and implemented their suggestions. As a result, staff suggested additional changes, which were all implemented.

One of the top ten Mutual Fund Companies
First Marketing Public Relations Program

Challenge: To develop the company's first marketing and public relations program (although ranked one of the top fund companies in Canada, their communications planning had only focused on advertising).

Strategy: Stark conducted a competitive analysis and a communications audit of all external audiences and developed a targeted public relations program that included identified stakeholders. Tactics included; a proactive media campaign created with news announcements; a media resource person was designated and trained on key messages; key fund managers traveled cross country on a media tour; regional spokespeople were identified and media trained; a sponsorship program was developed as was a contest and monetary awards program for college entry students; local stories for community media were created, by-lined articles were negotiated to appear in key trade publications, and speaking engagements were booked with specific, key associations, and more.

Outcomes: Weekly media coverage with a spokesperson, by-lined article or weekly article. Survey at end of first year indicated heightened awareness of the company and products by target groups. As a result of increased sales, the company by-passed two other fund companies in the standings. Media began using the company spokesperson as the sole source in a media interview for an article, or, as one of three resources used in articles. In one year, editorial coverage evolved from minimal coverage to an audience reach of over five million.