UNC Greensboro Transform Magazine

UNC Greensboro Transform Magazine

Creative Services Case Study

Overview

The UNC Greensboro School of Education (SOE) is home to innovative educational research and training. By investing in both the academic and community-based applications of their work, the SOE is able to see the fruit of their labor from concept to classroom.

Each year, they seek to illustrate their successes and progress in a full-color magazine called Transform. It not only allows for local, state and national educational communities to see the transformative work that occurs at the SOE, but it also helps ensure the financial sustainability of their efforts.

Bouvier Kelly was hired to help produce the 2019 issue of Transform from start to finish, handling the creative development, layout design and content generation. Working side-by-side with the SOE team, this issue came to life through interviews, photoshoots and collaborative brainstorms.

All four feature stories were written by Bouvier Kelly team members and the stories provided by contributing writers were edited to ensure the entire magazine featured a unified voice that matched the SOE brand. From stories about Greensboro’s diverse immigrant community to scholarships set up in honor of impactful educators, the 2019 issue of Transform is a showcase for all the good the SOE brings to the world of education.

Explore the pages of this annual publication and discover how the work of our faculty, students, and alumni is having an impact not only at UNC Greensboro, but in our community, nation, and world.

The Sage Mule

The Sage Mule

Creative Services Case Study

Overview

The Sage Mule is a locally owned bistro and bakery serving lunch and breakfast to the hungry folks in downtown Greensboro. It was started by a team who had spent years in the service industry, who were looking for a way to create a better work/life balance in the restaurant scene while filling a niche in the Greensboro dining scene. Serving an all-day menu of breakfast and lunch, The Sage Mule offers food that is both comforting and exciting, pairing classic go-to’s with a chef-driven twist.

The Challenge:

When Steve and Jan Gingher first approached Bouvier Kelly, their restaurant was still largely in the brainstorming phase. From a branding perspective, they knew what kind of food they would be serving, and what kind of atmosphere and experience they wanted to offer. And, of course, they had the name. Outside of that, however, we were thrilled to have a blank canvas on which to begin our creative process.

Starting with an exploration of the kinds of restaurants and places they hoped to emulate, we began constructing mood boards from which to find a direction. Would the restaurant be minimal and modern? Would it have a rustic, down-home feel? We explored many avenues of creative direction before landing on the right combination of rustic, playful and modern.

In addition to working with The Sage Mule team, we had the exciting opportunity to partner with the architectural firm with whom we share an office space: J Hyatt Hammond. Their team was already hard at work on designing The Sage Mule space, and we worked hand-in-hand with them to develop a brand color scheme that would be reflected in the restaurant’s décor. The blue, gold, pink and yellow colorways of our logo and typeface treatments would form the basis of the restaurant interior design, creating a wholly unified brand experience both in digital and physical formats.

The Execution

Once the exploratory period was finished and groundwork was laid, we took the initial assets and got to work building out the brand. We helped their team construct a website, social media platforms, menus and on-site signage. The result is a warm, inviting and playful restaurant that, since opening in late November 2019, has quickly become one of Greensboro’s favorite new restaurants. In addition to all the branding efforts, Bouvier Kelly also manages The Sage Mule’s social media presence, including Facebook, Instagram and ad campaigns on both platforms.

McDonald’s Buy 1 Share 1 Program PR Campaign

McDonald’s Buy 1 Share 1 Program PR Campaign

Public Relations Case Study

Buy One Share One Happy Meal® Program

There is a staggering food gap among children in central North Carolina. This hard truth gets worse during the summer months when school is not in session and children do not have access to free or reduced breakfast and lunches. With 1 in 4 children suffering from food insecurity in the area, our client, McDonald’s of the Triad, set out to raise the level of awareness and actively involve local customers to take part in providing a solution.

The Challenge:

To address this issue, our client enlisted our help in bringing a regional McDonald’s initiative — the Buy One Share One Happy Meal® Campaign (B1S1) — to the Triad. While B1S1 isn’t something new for McDonald’s, we approached it from a slightly different angle. In most other markets, B1S1 runs during the months of November through December to provide meals to children during the holidays. However, we knew that in our area specifically, the larger need occurs during the summer since many local children rely on school-provided meals as a part of their daily nutritional intake. When school is out, they often go without a meal. So, to effectively address this need, we opted to run this program from June-August.

The Strategy/Campaign:

After establishing the basics of the campaign, we set out to find a local organization that we could partner with to help execute our plan. We landed on Second Harvest Food Bank of Northwest North Carolina: a major food bank in our area that has been working to eradicate hunger in northwest NC for almost 40 years. We were excited to learn about their Summer Feeding Program, a program designed specifically to help children who are most at risk of suffering from food insecurity during the summer — this would dovetail perfectly with our client’s goals.

With this partnership, we were able to establish the campaign guidelines: for every Happy Meal purchased on Mondays during the month of June, one would be donated to Second Harvest. Then, in conjunction with their partner agencies, the food bank would distribute these meals to children in their Summer Feeding Program.

The Execution:

We knew the success of this campaign relied heavily on its execution — specifically, making sure local community members were aware of and participating in the initiative. While we did engage in some traditional forms of advertising like hanging window clings in each restaurant and working with a local company to negotiate the placement of eight pro-bono digital display billboards throughout the Triad, we relied primarily on traditional public relations tactics to raise awareness within our local community.

To do this, we leveraged existing relationships with local television, newspaper and radio stations to get the word out. Since it was a month-long initiative, we wanted to remain in the news cycle as much as possible. We knew that to achieve this, it would be crucial to come up with different tactics for engaging local media so that the information never seemed stale or repetitive.

We decided to engage the media at three different touchpoints throughout this initiative: Pre, During and Post Campaign. We also refined our approach so that we were actively spreading the larger message of “food insecurity within children” and then narrowing down the message by showing what McDonald’s is doing to make a difference locally. 

During our “pre-campaign” stage, we arranged for a local restaurant owner interview on 98.7 Simon’s Sunday morning radio show the day before the campaign was set to begin. We used this time to discuss the program’s goals and announce all its important details. Then, on the first Monday morning of the campaign each year, we had another local owner appear on WFMY News 2’s Good Morning show to help announce its official start. To round out our pre-buzz efforts, we also submitted the campaign details to local event calendars for community members to see.

In addition to posting about B1S1 on Triad McDonald’s social media accounts, our team engaged media during the campaign by inviting them to semi-spontaneous food deliveries in July to children at specified summer camps. Over the course of the campaign, we coordinated more than 10 Happy Meal deliveries and received media coverage for almost all of them. 

Lastly, we sought out post-media coverage by sharing the program’s outcome far and wide. In addition to the number of meals we delivered to children at summer camps, we would report on the total number of meals donated during each June as a result of local community participation.

The Results

The success of this campaign rested on our ability to effectively alert local community members throughout the execution of both traditional and non-traditional public relations tactics. From a media relations standpoint, we could not have asked for a better outcome. Each year, we were able to secure coverage in several of the major media outlets in the Triad including television interviews on all three primary TV stations (WFMY, WXII and Fox 8), print articles in key newspapers like The News & Record and High Point Enterprise and digital coverage on dozens of websites and social media accounts. Our efforts resulted in the generation of millions of potential media impressions, which can be seen by the increase in participants each year.

But the most important result we got from this campaign is the number of children we were able to provide with a balanced and nutritious meal when they needed it the most. For three years in a row (2015-2017), we significantly increased the number of Happy Meals donated to local children in need.

Happy Meals Donated in 2015

Happy Meals Donated in 2016

Happy Meals Donated in 2017

Cumberland County School Rebrand

Cumberland County School Rebrand

Creative Services Case Study

Cumberland County Schools (CCS)

As CCS prepared to launch its new 5-year strategic plan, their team decided to take the opportunity to rebrand themselves at the same time. The new brand would help underscore their vision and represent their core values, while also modernizing and updating their overall look and brand.

We began our efforts by examining the research CCS had already gathered from focus groups and surveys, plus with information from key stakeholders about CCS’s overall goals. We explored several options for their logo, with some being a true departure from their existing brand, while others were more of a simple refresh. CCS wanted to make sure their logo stayed “evergreen,” not tying it just to this 5-year plan and messaging but creating something that could last for years to come.

 

The result was a brand designed to represent their commitment to students and their core values of excellence, innovation, collaboration, equity, integrity and compassion. The icon is made up of several graphic elements including an open book with a stylized student wearing a graduation cap reaching for the stars. The icon conveys that graduation and success are attainable for all students of Cumberland County Schools. The branding focuses on the vision to engage its community and provide an exceptional environment with impactful teachers and staff committed to student success.

The result was a brand designed to represent their commitment to students and their core values of excellence, innovation, collaboration, equity, integrity and compassion. The icon is made up of several graphic elements including an open book with a stylized student wearing a graduation cap reaching for the stars. The icon conveys that graduation and success are attainable for all students of Cumberland County Schools. The branding focuses on the vision to engage its community and provide an exceptional environment with impactful teachers and staff committed to student success.

The logo is designed to easily lock up with the key messaging we developed or have that messaging swapped out for department names or other messaging in the future. We also developed brand guidelines to help people across the school system apply the brand consistently. We designed stationary, signage and other materials to get them started.
PART: Business 40 Closure PR Campaign

PART: Business 40 Closure PR Campaign

 

Public Relations Case Study

Late in the fall of 2018, the closing of a section of Business 40 had commuters anxiously awaiting to see the impact the construction would have on their drive to and from work. Determined to help ease this anxiety, the Piedmont Authority for Regional Transportation (PART) hired Bouvier Kelly to work with them to develop an advertising and communications strategy that would raise awareness of their work to create transportation solutions. It would also help communicate the importance of ride-sharing and how changing your commute could make the closure easier on everyone.

The Challenge:

Because the closure was such a highly anticipated event that would impact so many people, we knew we were dealing with a large, diverse audience who would most certainly be seeking information on how the construction would affect them. They would also want to know how they could avoid the worst of the construction woes. With information coming from a variety of sources and publications across the Triad, we wanted to position PART as an informed, reliable source that was working in conjunction with the community to alleviate commuting issues.

We also faced the challenge of the closure’s duration: how do you remain top-of-mind for over a year? It was a priority to establish a multi-tiered PR plan that would allow us to share timely news without seeming forceful or irrelevant and that would complement the overall marketing and advertising strategy.

The Strategy: Phase One

We broke our approach into two phases, with the first taking place the month leading up to the closure. Our phase one goal was to preempt the construction by engaging local media with information about the closure and then supplementing it with PART’s commuter transportation solutions.

We accomplished this by distributing a press release that included specific details about the closure as well as how PART’s enhanced and discounted services would help address construction-related issues. We also developed a “Commuting Fun Facts” section as an engaging way to encourage commuters to consider mass transit options. It demonstrated all the things one could achieve in the time gained from taking alternative modes of transportation.

And, since the majority of those affected would be commuting in and out of Winston-Salem, we partnered with WXII 12 News to develop a segment dedicated to this announcement. The on-location interview featured PART’s Executive Director who shared further details about their dedication to improving commuting conditions.

The Strategy: Phase One

We broke our approach into two phases, with the first taking place the month leading up to the closure. Our phase one goal was to preempt the construction by engaging local media with information about the closure and then supplementing it with PART’s commuter transportation solutions.

We accomplished this by distributing a press release that included specific details about the closure as well as how PART’s enhanced and discounted services would help address construction-related issues. We also developed a “Commuting Fun Facts” section as an engaging way to encourage commuters to consider mass transit options. It demonstrated all the things one could achieve in the time gained from taking alternative modes of transportation.

And, since the majority of those affected would be commuting in and out of Winston-Salem, we partnered with WXII 12 News to develop a segment dedicated to this announcement. The on-location interview featured PART’s Executive Director who shared further details about their dedication to improving commuting conditions.

The Strategy: Phase Two

Our second phase kicked off six months later and focused on updating the community on the positive impact PART was having on commuting conditions during the closure. This phase was bolstered by statistics and rider testimonials we had gathered from several riders with different commuting routes and habits. For newsworthiness, we focused on the larger message of Clean Air Month (May) and how PART’s increased ridership was positively affecting the local environment.

Then, we supplemented that message with commuter testimonials advocating that while the Business 40 project may have been the reason why they started using PART, a positive rider experience is what keeps them coming back. Our efforts drew the attention of several local media outlets, including Spectrum News, which did a prime-time feature on the updated information

“If I had to describe my experience riding PART in three words, they would be: efficient, comfortable and affordable.”

Alexcia Lane

Routes 1 and 2 from Winston-Salem to High Point and Greensboro

“Riding the PART bus feels like I have my own private chauffer who knows and cares about me and my daily life outside of my commute.”

Greg Southard

Route 28 from Clemmons to Winston-Salem

“The best thing about riding the PART bus is the fact that I’m not driving and having to manage the traffic.”

Sharon Gaskin

Route 1 from Greensboro to Winston-Salem

Commuting Fun Facts

The average carpooler can save as much as $600 each month on commuting costs such as gas, parking, tolls and car maintenance.

Commuting Fun Facts

In the Triad, the average commuter will spend 22 hours each month on the PART Express Bus. In that time, you could watch all eight Harry Potter movies, read a 1,000+ page classic novel such as Lord of the Rings, send over 26,400 text messages, or get an extra 5.5 hours of sleep each week!

Commuting Fun Facts

PART’s Vanpool program participants helped reduce 12,982,032 in single occupancy vehicle miles traveled in FY2018.

Commuting Fun Facts

The average Triad commuter will spend 14.5 hours each month using carpool or vanpool. That’s the same amount of time it would take you to binge watch a season and a half of Game of Thrones, read the entire Hunger Games trilogy twice, or plan out your monthly budget for the next year.

The Results
agsdi-eye

2.1m

Potential
Impressions

agsdi-income

$17,000

Public Relations
Value

agsdi-people

7.4%

Increase in
Ridership

From a numbers standpoint, we generated 2.1 million potential impressions (the number of people who could have seen the coverage based on when and where it ran) and a PR value of almost $17,000 between the two phases, which was a significant ROI. Our communications strategy has also played a significant role in PART’s larger marketing plan, which has contributed to a 7.4% increase in ridership over the last fiscal year. And while all of these statistics point to a successful campaign, we are just as thrilled to help our client spread the larger message of how ridesharing and public transportation can contribute to a cleaner, greener and less traffic-filled environment for all of us.

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