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CASE STUDIES
HUMOR AND INNOVATION IN EMPLOYEE BENEFITS
Challenge: Motivate busy airline employees to actually want to watch a video explaining the new choices they would have (and have to make) for their employee benefits.
Solution: We created a fun "Mission Impossible" type of adventure for a pilot, a maintenance worker and a sales agent. The tongue-in-cheek video followed the three as they raced against the clock to find clues at Houston's Intercontinental Airport. Their deadline, "9:01" actually referred to the deadline for employees to complete their re-enrollment forms (9/01). By the time our three heroes finished their adventure, the deadline was drilled into our audience so they couldn't possibly forget. The video was so novel and entertaining that employees provided word-of-mouth promotion of the video throughout the airline's system. Flight crews were actually calling in, asking when they could see the video!
SELL BY EDUCATING, WITHOUT SEEMING TO BE SELLING
Challenge: Encourage plaintiffs to involve settlement consultants early in the litigation process so settlements could be structured to meet the financial needs of the plaintiffs.
Solution: Since the settlement consultants could only reach plaintiffs through their attorneys, we developed a video which would appeal to the attorneys. Once plaintiff's attorneys viewed the video, they wanted to share it with their clients for its objective, educational value. By design, members of the settlement consultancy were interviewed as subject experts in the video, thereby gaining credibility without seeming too pushy.
CONNECTING TOP EXECUTIVES WITH EMPLOYEES
Challenge: Keep employees informed on an ongoing basis of issues facing a huge international company - with more than 100,000 employees in 45 countries.
Solution: We developed a regularly televised town hall meeting, wherein the chairman of the company, along with occasional subject-matter experts, would address employees around the globe by satellite, complete with a live, interactive question-and-answer session. Our template: a small group of about 70 to 100 employees were gathered in a studio or auditorium (often at or near corporate headquarters, but sometimes originating in key locations around the world). The town hall meetings are telecast live, by satellite to offices around the world (and repeated by tape delay). This gives the chairman a chance to look employees in the eye and communicate his passion. Employees have a valued opportunity to meet their leaders, to evaluate their sincerity, and to "get religion" on key initiatives and changes in thinking. Using this new tool, the chairman can "touch" more employees in one hour than he previously could in weeks of travel and meetings.
