DCA 2014_winnerbook

D I G I T A L C O M M U N I C A T I O N A W A R D S 2 0 1 4

The Winners2014

2 O N L I N E S T R A T E G Y

3 I N N O V A T I O N O F T H E Y E A R

6 N G O S

8 B 2 B C O M M U N I C A T I O N

1 5 D I G I T A L M O N I T O R I N G A N D E V A L U A T I O N

2 7 W E B M A G A Z I N E

2 8 O N L I N E N E W S L E T T E R

2 9 I M A G E F I L M

3 4 O N L I N E V I D E O C H A N N E L

3 7 B E S T B A C H E L O R T H E S I S

ACCOMPLISHMENT OF THE YEAR

ONLINE CAMPAIGNS & PROJECTS

ONLINE STRATEGIES

ONLINE MEDIA & TOOLS

SOCIAL MEDIA & COMMUNITY

ACADEMIC RESEARCH

WINNER CATEGORIES



2. Online Strategy of the Year

Organisation ______ Maersk Drilling Project __________ Moving boundaries within offshore

drilling

Moving boundaries within offshore drillingIn order to solve our strategic challenge, to find, attract and recruit 3000 new employees to double the size of Maersk Drilling, we had to think of new ways to engage potential and existing employees. This strategy has reward-ed us with a stronger employer brand and a larger pool of relevant potential employees. We have made several hires through social media and are first movers in our industry.Timeframe: July 2013 - ongoing

As part of Maersk Drilling’s growth strategy, we set a very ambitious goal – to find, attract and recruit 3000 new em-ployees within few years. Hiring the right people with the right skillset is essential in our industry, and can prove to be a challenge when competing in a market where many offshore companies are trying to attract the same groups of specialized professionals. We had no online presence when starting the process; coming from a very conserva-tive industry neither did our competitors.

Our objective was to support HR in creating a larger pool of relevant candidates, as well as creating a community in which current- and potential employees were able to interact. Moving away from traditional corporate commu-nication would allow for a more open and transparent communication with our target audience. Through sto-rytelling, our aim was to become the preferred employer among competitors – without competing on salary.

Strategy After formulating our social media strategy, we decided which channels to use to ensure our message was reached by the right people. Facebook was by far the most used platform among our target group, which made it an obvious choice to start with. From the onset, we decided not to use Facebook to post job advertisements, but rather use storytelling as a tool to attract the right candidates. We have later implemented six other channels with the goal to reach out to specific target groups.

Implementation We have used a staged approach, launching one channel at a time to measure its effect. We have built up a digital presence in which all channels are interlinked to ensure optimal user experience and outstanding results.

Results- Number 1 among competitors on Facebook with more

than 150,000 fans, organically grown- Increased # of applications by 600% in one campaign- Hired several people via social media which couldn’t be

found via traditional recruitment channels- Improved quality of applicants and their knowledge

about Maersk Drilling- Engagement levels on Facebook between 10-15%

HTTP://VIMEO.COM/99333032



3. Innovation of the Year

Organisation ______ Medienfabrik Gütersloh I embraceProject __________ blicksta

blicksta – future at a glanceblicksta is a mobile-optimized platform and Android app that helps students aged 15 and older to find the best approach to their personal work-related future. Launched in June 2014, it allows them to analyse their talents and in-terests. blicksta provides information on job-related issues and enables young students to approach future employers that match their profiles.

More than 25% of all apprenticeships and study programs are aborted in Germany. Insufficient matching is the main challenge of academic and vocational education. The only way to prevent the country from suffering a dramatic lack of qualified labour is to tackle it offensively. With blicksta, we launched a unique platform that makes the process of thinking of one’s professional future fun, individual, and beneficial for students as well as companies – at an early stage.

Germany needs students to have an early glimpse of their future. This can only be achieved if thinking of their future fits their lifestyle. blicksta is present in their mobile lives and makes job topics relevant, according to his or her needs and strengths. By filtering a student’s interests and abilities, blicksta reduces the complexity of such a profound decision. And blicksta extends the timeframe of it. This makes it easier to gain customized job-related orientation.

blicksta becomes an individual tool accompanying students (age 15+) during the entire phase of job-related orienta-tion. By using blicksta they find out about their talents, avoid information overload by customizing content and plan their future. As a real-life ‘companion’ blicksta offers an individualized news board, science-based and innovative testing methods, and targeted information for each user: texts, portraits, interviews and advice as well as matching job offers and direct contact to companies and universities.

Due to the close contacts to students, educational pro-fessionals and scientists were engaged in the creating of

blicksta. We also have important cooperations, e.g. with Einstieg GmbH, Germany’s biggest provider for job ori-entation and job fairs. Our fundamental goal was also to include young people in the development processes. We conducted interviews and long-term studies with pupils and included the HR experience and needs of companies. We also held focus groups in different schools. This gave us valuable insights into the needs of our target group.

For companies blicksta offers a platform on which they can represent themselves to give pupils, which are an im-portant target group, and give authentic insights and help during the application process. For firms it is increasingly importan to find applicants that match not only to the job description but also tot he company’s values and person-ality. Through a special tool in blicksta’s backend HR associated can find students with an interesting profile. The data is anonymized and only visible for the firm after the student actively links him- or herself to the company’s profile. Therefore blicksta is the first talent relationship solution for the target group „pupils“.

The official launch took place on June 24. blicksta had 15 partner organisations from the start, among them renowned companies.Today, blicksta has 20 partners and already gained about 40.000 members. The peak of daily users was 3.300 so far. The concept could not only win the Digital Communication Award in the category „Innovation of the year“ but also convince the HR-branche and win the HR Excellence Award in the category „HR-innovation of the year“. Since December 2014 blicksta is also avaiblable for download in the Google Play Store. This step was a natural one for us to reach students in their living environ-ment. which is We receive positive feedback from users on a daily basis who found their professional interests and assts through blicksta or found a career patt hey would like to follow, which extremely motivates us to improve blicksta.

HTTPS://BLICKSTA.DE

HTTPS://WWW.FACEBOOK.COM/BLICKSTA


Credits für die Bilder: "Lukas Kawa I blicksta"



6. NGOs

Organisation ______ League of Young VotersProject __________ Stimulating EU youth and their

concerns ahead of the 2014 European Parliament elections

Agency __________ FleishmanHillard

In light of the European Parliament elections in May 2014, the League of Young Voters asked FleishmanHillard to develop an awareness campaign on the lack of youth participation in European politics. FleishmanHillard pro-posed an unconventional approach – reverse psychology. The team created The Alliance for Responsible Democra-cy, a fictitious lobby group seeking to raise the voting age to 25. The aim of the alliance was to entice young people to stand up for their right to vote, thereby generating conversation around the issue. Secrecy was of the utmost importance and only a select few were aware of the entity behind the campaign until it was unveiled a month before the election. This innovative campaign reached 5.8 million people through ‘top-notch’ trolling on Facebook, Twitter and the Website as well as through guerrilla marketing. As a result, the alliance enraged youth into becoming vocal about the elections, while raising awareness about low voter turnouts and youth issues in the political sphere, attracting atten-tion from the likes of Commissioner Vassiliou. On April 8th, when the team revealed the ‘hoax’ to the world, the campaign received a tidal wave of optimism and appreciation on social media sites, turning ferocious foes into close supporters. The European Youth forum defined it as ‘genius!’.


HTTPS://VIMEO.COM/91419269

WWW.DIGITAL-AWARDS.EU/WINNERLIST2014/#STHASH.ZHNXRLJE.DPUF

http://www.digital-awards.eu/review/winnerlist2014/#sthash.zHnXrlJe.dpuf



8. B2B Communication

Organisation ______ TrelleborgProject __________ World of TrelleborgAgency __________ Ehrenstråhle DDB

World of Trellborg

BackgroundTrelleborg is multi-billion euro B2B group and a world leader in engineered polymer solutions that seal, damp and protect critical applications in demanding environ-ments. Its innovative engineered solutions accelerate performance for customers in a sustainable way.

The Trelleborg offering is diversified and the products of-ten ”invisible”, the company have a history of fragmented and conservative brand communications.

Huge opportunities for strengthening the brand among customers and investors, and for digitalizing and integrat-ing communications, were identified and a new strategy was developed. Innovation, integration and digitalization became the keywords.

Targets To help Trelleborg, we developed an integrated online hub and a showroom that:

1. Revitalizes and digitalizes a formely conservative business-to-business brand, positioning Trelleborg as a hightechnology company with innovative solutions

2. Unites and integrates Trelleborg´s total product offer-ing and communications, integrating the company´s key digital channels like websites and social media

3. Visualizes and dramatizes their “Engineered solutions from space to seabed” in an exciting journey linked to the customers´ end applications.

Strategy Digital showrooms are often fancy places that tend to create interest once launched but have trouble creating returning visitors. So we decided to combine a creative solution with a useful tool for day-to-day use. This tool, ”the Gallery”, is packed with all kinds of cool and in-depth content related to Trelleborgs offering – basically everything an employee need for a meeting or a customer to find out more. The Gallery lets you create your own personal file, where you can save content that you need later or just share it with anyone using e-mail or any social media plattform!

Implementation Implemented across the Group´s 110 websites to reach as many internal and external visitors as possible. Launched internally, at an “investor´s event” etc. Using films and iptargeted banners etc both internally and externally.

HTTP://WWW2.TRELLEBORG.COM/EN/WORLDOFTRELLEBORG/



ONLINE STRATEGIES

15. Digital Monitoring and Evaluation

Organisation ______ ABB Project __________ Content Health PanelAgency __________ Namics

In today’s constant flow of information it is more impor-tant than ever that your content online is timely – and rel-evant. But how do you know that the content you provide is relevant?

ABB Content Health Panel is a tool developed to provide the ABB web editors with an instant view of the effective-ness of their pages online. Interpreting and combining around a hundred data points in Google Analytics, the tool aims at making web analytics accessible, educational, engaging and fun for our users.

ABB is a complex organization, with more than 3,500 ed-itors around the world providing content to ABB.com. In such an environment it is crucial to have objective answers to what makes content effective.

Up until now, analytics have been a time-consuming activity, requiring a substantial amount of knowledge on how to in-terpret the data into useful and actionable information.With the ABB Content Health Panel web editors can now easily define a main goal for each of their pages. . We defined four different page types for ABB websites, which each represent a different main goal, or purpose, for the page.

1. Do pages: On a do page we want the user to take some sort of action. For these pages, the metrics conversion, ex-ternal visibility and consumption are the most important. A do page can for example be a product page, which purpose is to get the customer to order the product.

2. Learn pages: Learn pages are content-driven. The most important metrics for these pages are consumption, retention and external visibility.

3. Find pages: The main goal of a find page is to lead the users to other pages. For these pages the most impor-tant metrics are retention and age (how long your page has not been updated).

4. Engage pages: As we want to engage our users to speak of and with us, the most important metrics for engage pages are engagement (social activities on and from your page), external visibility, and consumption.

In total there are seven metrics, which are measured and weighted depending on page goal: a) Consumption: Reading time in relation to average time

on pageb) Retention: Exit rate after visiting the pagec) External Visibility: New visitorsd) Engagement: Social activities on and from the pagee) Leveled traffic volume: Unique page views considering

the navigation level of the pagef) Conversion: Actions made by usersg) Age: How long since the page was last updated

The tool measures the level of goal achievement using an algorithm running in the backend, which defines the weighting of the various metrics for various page goals. The level of goal achievement is then translated into an “effectiveness score”.

The effectiveness score is presented in a panel view, availa-ble directly from our content management system. In the panel, the web editors can get the full overview of their pages, and how they rank compared to other pages on ABB.com. The tool also offers the possibility to dig deeper into each page, breaking down the effectiveness score into the score on each of the seven metrics. Depending on the score of a given metric, the editor will see tips on how to he or she can improve the page with this particular metric in mind. To encourage a positive competition among the editors, and to add some gamification and fun, the editors are being ranked against each other based on the overall health of their pages and their general activity in the tool.

The tool was launched in end of June 2014, and has since then been enhanced with further features for more advanced analytics. The feedback from our editors shows great satisfaction and indicates that this is a long sought-for tool. Editors have also initiated regular “health checks” with their local teams, an initiative which has fostered many great discussions around web effectiveness and what makes a good web page. Discussions, which no longer start with “I think that...”, but rather “the score shows that...”.

Credits für die Bilder: ABB Ltd.


27. Web Magazine

Project __________ ing.world: engaging stakeholders with sharp and shareable insights

Agency __________ Born05

ConceptIn the world of online content, change comes quickly. To reconnect with readers, the magazine had to stand out in the corporate media landscape.

ing.world aims to inform, inspire and involve readers in the business’s strategic choices. It achieves this by report-ing on the developments at ING, but also, for example, by identifying global developments and important social trends and by interviewing independent thinkers.

The world is changing faster than ever. We are constantly bombarded with new technology that has an impact on how we shop, communicate and bank. ing.world shows the social and technological trends ING is identifying world-wide and how the business responds to them.

Four times a year, the magazine offers depth and con-text to ING’s quarterly figures. It also sets out the most important key figures and CEO, Ralph Hamers, personally explains the latest quarterly figures in a brief video inter-view. ING’s chief economist, Mark Cliffe, looks ahead to the next quarter.

While the magazine still concentrates on ING, it also gazes outward by covering interviews with innovative thinkers who share new perspectives on economics and finance.

The interface for ing.world makes it almost impossible to get lost in the content: the cover doubles up the table of contents, leading directly to the underlying articles. The magazine presents content in a streamlined way:

readers can now catch a glimpse of the next article at the conclusion of a story. This provides a quick overview of all content.

ing.world is published as an online magazine and has a responsive design, enabling readers to view the content on all screens. The balanced and functional design makes it pleasant to read longer texts, without undermining the reader’s experience. The careful use of animations, info-graphics and visual components makes ing.world inspira-tional and feel like a magazine.

Each edition of ing.world has a set theme that refers to the ING strategy and is translated editorially into background articles analyzing major trends in society and applying them to the reader’s own world – and the world of ING. As part of the theme, an independent thinker is given a platform to present his or her perspective.

What about the results

The new digital magazine is an enormous success and sur-passes all expectations. It is globally awarded by multiple institutions and sets the new benchmark for reports on financial figures.

350% Increase in Readers

60% of the readers visit the magazine more than once

78% increase of the “shares” on social media


HTTP://WWW.DIGITAL-AWARDS.EU/WINNERLIST2014/#STHASH.ZHNXRLJE.DPUF


28. Online Newsletter

Be On, breaking moulds

For the pharmaceutical company Astellas Pharma España maintaining real and continued dialogue with its employ-ees is more than a commitment; it is part of their DNA. Among the initiatives implemented to achieve this, we wish to highlight the launching of a new internal com-munication channel via website (Be On), which seeks interaction that is both attractive and efficient for its professionals, a dynamic and interactive tool that allows them to be connected and share ideas, news, experiences and emotions.

The platform, developed by the Inforpress team of de-signers, programmers and editors in collaboration and coordination with the Astellas team, is a ground-breaking and innovative tool, with a design based on the latest web trends (Parallax) as well as typographic and graphic resources. It has two supports to make it accessible to all employees: an online newsletter and interactive PDF.

Furthermore, the aim of the publication, through an innovative design and format, is for each section to report, entertain and motivate the main people responsible for the company’s success: its employees, and in turn allow them to participate and offer their views, share experienc-es, etc.

Characteristics...BE ON is a young, ground-breaking and bold publication thanks to its design and approach. Taking advantage of

the dynamism and usability of being a digital tool, this quarterly newsletter shares the company’s latest news and other topics of interest turning the employees into the real protagonists and making them feel part of the same ‘family’.

To do so, an editorial board has been created that com-piles and agrees on the contents of each issue, which has the technical support of the IT team for its maintenance, that of the head of the legal area to ensure that all con-tents comply with required legislation, and, finally, the ad-vice of Inforpress regarding design, format and updating.

Good resultsAlthough Be On is a very young publication, it has already received an international award: the Digital Communica-tion Awards 2014 in the Online Newsletter category.

On the other hand, it has had a spectacular reception within the company, receiving positive feedback from all levels of the Organization (management, heads of de-partment, staff employees...) through different channels (email, telephone, face-to-face…).

The key to this success is the professionalism in the devel-opment of the communication plan, an in-depth knowl-edge of digital tools, design and programming, as well as the teamwork between Astellas Pharma and Inforpress shown right from the very start of the project.


Organisation ______ Astellas Pharma Project __________ BE ON, breaking the mould!Agency __________ Inforpress



Organisation ______ KUKA RoboterProject __________ The Duel: Timo Boll vs. KUKA RobotAgency __________ Sassenbach Advertising

For the Grand Opening of the very first KUKA production plant in China, we created an impressive duel between the German table tennis legend and brand ambassador Timo Boll and a KUKA robot. By January 2015, the different video clips had generated more than 10 million clicks on Youtube and Youku and were heavily discussed in forums, blogs, and the media all around the world.

Our client KUKA is one of the leading manufacturers of industrial robots. In order to expand business in China, KUKA built its own plant in Shanghai. The KUKA Grand Opening was celebrated with a big opening event.

We used the Grand Opening not only as an opportunity to communicate the new KUKA presence in China, but also to increase the brand awareness of KUKA in the Chinese market significantly.

Therefore, KUKA signed Timo Boll as brand ambassador for KUKA China. The German table tennis pro has an enor-mous fan base in the Chinese market. However, he should not only act as the new face of KUKA, but also challenge a KUKA robot to a table tennis match. The first sports duel between a human being and a robot should ensure atten-tion around the event.

We orchestrated the duel between Timo Boll and the extremely fast KUKA KR AGILUS in a minute-long, aes-thetically converted film match. In the course of the film, the KUKA robot seems to take the lead, until Timo Boll goes ahead and finally wins the match. The final sequence shows Boll fighting not only against one KUKA robot, but against five.

The results were fantastic: By jJanuary 2015, the teaser – as a short version of the duel – had generated more than 1.9 million clicks and was intensely discussed in forums. Even news programs showed sequences. The long version of the clip had gained more than 8 million clicks on YouTube and Youku.

The story continues: A new duel is yet to come. Check back regularly for exciting new videos at our landing page www.kuka-timoboll.com (from January 2015).

HTTPS://WWW.YOUTUBE.COM/WATCH?V=TIIJME8-AU8


29. Image Film


Organisation ______ whatchadoProject __________ whatchado – People.Stories.Careers

WHATCHADO is a combination of storytelling handbook and standardized format of short films on real-life job de-scriptions that we developed and refined in the past years in Vienna, Austria. It was initiated and founded by former class fellows and longtime friends who loved to probe peo-ple on their lives and backgrounds. We use fascinating job stories and a dating concept to empower young people to find their calling. On whatchado, people from all walks of life talk about their jobs and backgrounds. We combine career stories and innovative matching between users and people we have interviewed. Through our matching we enable users to find jobs that match their interests. Our first objective is to offer modern and relevant job orientation to young people. The second objective is to enable companies to communicate via their employees with applicants who really match their corporate culture. Video content within the employer branding market is usually determined by image orientated corporate movies. These do not create an authentic picture of the corporate culture. Furthermore, many job orientation services focus on text-based job descriptions only, which is not attractive enough for the new generation. This and the fact that people trust recommendations by people more than mere

advertisement made us focus on standardized video inter-views with real people. We launched our first website on 27th, June 2011 with 17 videos only – most of whom we produced in our living room. By now, we have completed thousands of film portraits, running the gamut from Nobel Prize Laureate Muhammad Yunus to Marian Hoffmann, Key Account Manager at Microsoft. We have created an online platform which works as a social hub by integrating video based company profiles, a matching mechanism, current job openings and more company related information. The outcome is: • More than 500.000 users per month• More than 150 paid company profiles, including Sie-

mens, Red Cross and Allianz• Almost 3000 videos from more than 6 continents and

100 nations online, representing thousands of different job profiles

• Awards we have won include the UN World Summit Award and the HR Excellence Awards 2014.

HTTPS://WWW.WHATCHADO.COM

34. Online Video Channel

SOCIAL MEDIA & COMMUNITY


The goal of this bachelor thesis is to clarify the leading Latvian media narratives during the election and find explanations of the results and voters activity. The thesis problem touches the low European Parliament election activity in Europe and lower activity in Latvia with every election, as well as the election candidates ability to clearly and define its pre-election program and the relationship with the European Parliament’s work.The theoretical part explains the political communication and electoral communication process and describes the European Parliament election campaigns. In the method-ological part the methods of quantitative content analysis and narrative analysis are described. This work is useful for those who want to learn Greimas actantial model, which is usually used for literary storyies and advertising, but it is increasingly used in media publications, and even in social media analysis. In this study, it was used in a political narra-tive analysis, which has not been widely used until now. The research part includes leading Latvian media pre-election campaign narrative analysis, results and conclusions.This election shows the trend that online media messages are one of the ways to maintain voters activity. In this elec-tion, the EP drew more attention to the campaign on the Internet, and the average voters activity in the European Union, stopped this time in its descend, reaching 43.09% activity level. The winner’s party “Unity” narratives part in online media made up 41%, which is very close to the number of votes obtained in the EP elections. Study re-sults show the trend, which allows to judge the reasons in the context of both elections’ outcome and voters’ activity. This knowledge allows election participants and media, whose partial impact can be partly related to the election results, to correct their mistakes related to their messages.The following research questions are raised in this thesis:1. What kind of narratives and how widely do they domi-

nate in each media?2. What there connections between elections results and

narratives expressed in media?3. Wich narratives got the most voters support and why?

Each publication was defined by genre, subject, the main narrative, and elements the after Greimas actantial model. After two more models were created: one shows the can-didate narratives, desiring to reach voters, but the second displays the model, which creates a narrative link between voters and voting in elections.The field of research is the leading Latvian media in both Latvian and Russian.In pre-election narratives media cov-erage, precise and invariable narratives that are related to Europe, Latvia and their parties, and nominated candi-dates reputation and previous actions played important roles .An essential feature is the personality win, which, to a certain extent, overshadowed the party programs. The main conclusion of the response to the research question is highlighted by election results, where parties “Unity” and NA got more than 60% of votes. In each studied media the main narrative of their parties program, was a short, clear and repetitive – strengthening economic growth and the competitiveness of the labor market at EU and Latvian level. It coincides mostly with named EU problems by Latvian citizens, who mentioned the econom-ic situation, the financial situation of the Member States, and unemployment.“Unity” victory was based on the planned strategic cam-paign. Each party’s candidate narratives formed links with parties and EP political groups. Parties which expressed non-specific and variable messages or experienced self-driven negative narratives, got fewer votes.The other parties narratives were not so very similar. They differed in both; lower intensity and direction. The only place and time when several Latvian parties expressed a similar position, was the pre-election debate. The assistant and particularly opponent roles in actantial model were significant, because the fight for the values and interests, or against any of the parties and candidates was the basis for message repetitions.

37. Best Bachelor‘s Thesis

Organisation ______ Mãrtinš PricinsProject __________ Narratives of European Parliament

Election Campaign 2014 in the Lead-ing Latvian Media

Agency __________ University of Latvia

ACADEMIC RESEARCH

HTTP://WWW.DIGITAL-AWARDS.EU/WINNERLIST2014/#STHASH.ZHNXRLJE.DPUF

DCA 2014_winnerbook

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