2 min read

HOW DID DEXCOM REACH ESTONIAN DIABETES COMMUNITY AND DECISION-MAKERS THROUGH THE STORIES OF LOCAL BRAND AMBASSADORS?

Around 200 people in Estonia are diagnosed with type 1 diabetes each year. There is no cure for the disease, but modern medical technology, such as continuous glucose monitors, can help to manage it better and prevent long-term complications more effectively. Diabetes has attracted a lot of media attention, so our biggest challenge was how to bring a fresh angle to the much-talked-about disease.

3-in-1 objective

In September 2021, we helped Dexcom, Inc., the world’s leading sensor technology company, to launch its brand-new product, Dexcom ONE, in Estonia. As a health product, it was essential to demonstrate the reliability of the new product. At the same time, we needed to raise awareness of sensor technology in general and to increase understanding of it as the preferred standard for diabetes treatment.

In the campaign’s first phase, we targeted people with type 1 diabetes, estimated at around 7,000 in Estonia. Our government relations team provided support to enable national reimbursement for Contiuous Glucose Monitoring (CGM) for people with type 1 diabetes in Estonia.

Media coverage: Postimees

How to reach both the community and decision-makers?

From a strategic perspective, it was crucial to find the stories and the people who could be able to connect with the diabetes community and show decision-makers the quality leap that sensor technology would bring to the lives of people with diabetes.

We brought together seven outstanding people willing to share their diabetes stories. We selected influencers who would speak to different market segments: actors, athletes, and lifestyle bloggers. Through them, we wanted to show that diabetes is not a reason to give up your dreams.

Media coverage: talking to actors, sports stars and lifestyle bloggers alike

At the same time, the Government Relations team worked to develop cooperation between different stakeholders. We organised meetings with stakeholders, both in government and in the wider health system. This included discussions with the Ministry of Social Affairs, the Health Insurance Fund, the Estonian Children and Young People’s Diabetes Association and many others.

Tactics

  1. Bringing real-life stories to the media to raise awareness in the community and broader society;
  2. Focus on moments that matter to our influencers by asking them to share their everyday diabetes moments on social media;
  3. Be where the target audience is. We identified diabetes groups on Facebook that bring together a significant part of our target audience. In addition, we worked actively with patient organisations.

Almost a quarter of the target group started using the product in the first months

Through real-life stories, we raised awareness of diabetes and the needs of patients to make technology that can significantly improve their quality of life more accessible in Estonia. We reached hundreds of thousands of people by averaging weekly media coverage over six months, including two “Ringvaate” and one “Õhtu” broadcast.

A total of 29 earned media stories appeared during the campaign, 9 of which were exclusive stories of Dexcom Warriors. Posts made by or related to the influencers on social media garnered over 125K impressions and engaged nearly 2000 people. As of 1 January 2022, Dexcom ONE is reimbursed by the Estonian Health Insurance Fund for people with type 1 diabetes. An estimated quarter of the target group has already started using the product in the first months.

As a result of the meetings and discussions, we established new links between institutions, agencies and NGOs, which will continue to allow for ways to engage and cooperate in the future. As a result of the negotiations, we reached an agreement whereby DEXTOM ONE will be reimbursed by the Health Insurance Fund for people with type 1 diabetes from 1 January 2022. It is estimated that a quarter of the target group has already started using the product within the first months.

Actor Priit Pius shares his diabetes story and compensation message in the “Ringvaate” studio (20.01.22)

RESULTS

29

free media coverage

3

prime-time TV show

over 1.4 MLN

reach through social media

9

exclusive stories with influencers

over 125K

views in social media

2000+

engagement in social media

Meta team

Andreas Kaju Managing Partner

Rainer Laurits Partner and Team Lead

Cairit Rebane Senior consultant

2 min read

How did Ivo Nikkolo’s rebranding on social media reach 1.3 million people?

Iconic Estonian clothing brand Ivo Nikkolo required a makeover. The revamp didn’t just mean a change in clothing design and logo, but an overall shift in image and target audience. How could we reach a younger target group with a brand that has so far predominantly appealed to older, above-average income women? How can we make the rebranding really work? So that ‘youthfulness’ is not just an adjective, but permeates the whole brand communication language?
We weren’t talking about the clothes. We were talking about the women who wear them. We reached 1.3 million people through thoughtful communication and creative solutions on social media.

The challenge

Communicate the renewed Ivo Nikkolo brand to a younger target audience while maintaining the brand’s refined communication language.

Media coverage (Eesti Päevaleht)

Targets

  • Reach a younger target group of women aged 21-45 with the relaunched Ivo Nikkolo brand.
  • Convey the message that Ivo Nikkolo is not just a clothing brand but it tells the success stories of the women who wear them.
  • Pass on the message: successful women wear Ivo Nikkolo.
  • Talk about a renewed brand while using Ivo Nikkolo’s history as one of its strengths.

KPI: Reach and engagement with younger audiences.

“How to really make rebranding work?”

Target audience

  • Women 21-45 by age;
  • an ambitious career woman working in marketing, HR or a technology company;
  • a woman who wants to look well-groomed, but not overdone.
Photo: Erlend Štaub

Strategy and creative solution

We included four women with completely different profiles who spoke to various segments, told their life stories and shared their life lessons. These were young women who have made successful careers, mainly in the start-up field. They weren’t just influencers but women who best carried the Ivo Nikkolo brand message.

“They weren’t just influencers. They were the women who best carried the Ivo Nikkolo brand message.”

We organised a photo shoot and video filming with them, where they talked about their career stories and life lessons. We used the pictures and videos on Ivo Nikkolo’s social media channels, blog and newsletters to clients. All four women were also interviewed in various mainstream media publications. These stories used pictures of Ivo Nikkolo and referred to Ivo Nikkolo’s participation in the campaign.

Message

Ivo Nikkolo is a women’s fashion brand that creates fashionable, high-quality clothing and accessories while empowering the women who wear them through fashion.

Results

As a result, we reached more than 1.3 million people on social media and 914 500 people on traditional media, 63.1% of whom were women aged 21-34 and 35-44.

7500

new followers on social media

1.3 million

people noticed the campaign on social media

over 70 000

reads on blog posts and in the newsletter

28

earned coverages in media

914 500

persons reached via media coverages

63,1%

of brand followers were from a new demographic background

2 min read

How Tele2 cancelled its gorgeous Christmas campaign

Christmas is a time when companies spend money on in-house gifts and big shopping campaigns. But what happens if you call off the Christmas campaign entirely and donate the money to charity? Tele2 carried out such a bold act last Christmas and donated 55,000 euros to nurses and caregivers.

The company’s challenge was to show that a big company’s Christmas campaign can have a greater impact within the company and society in general. In addition to their own donations, which Tele2 made on behalf of their customers, Tele2 also opened donation lines for the Christmas period and distributed special coffee cups to healthcare professionals to grab free coffee from Olerex gas station stores. They also helped reduce the 1247 helpline team workload.

How can your brand stand out, and even grow, among so many others in all the hustle and bustle of Christmas?

GOALS

  • To fasten Tele2’s brand image as a challenger and emphasize the core values ​​of the company (courage, care, passion and trust) both in internal communication and in the media. To grow the attractiveness of the brand through a positive campaign.
  • To encourage people to think about those who have played a crucial daily role in the health crisis but have not been noticed enough. The aim was not just to donate an amount to nurses and caregivers, but to encourage people to think about their role and to support them in every way possible. To raise extra money with a campaign to support nurses
  • To connect Tele2’s employees with each other and with a CSR campaign in internal communication, so that the values ​​are not just words on a wall, but are integral to the company’s daily activities, and that employees really feel their employer cares about and contributes to society.

“To connect Tele2’s employees with each other and with a CSR campaign in internal communication, so that the values ​​are not just words on a wall, but are integral to the company’s daily activities.”

Tele2 Marketing Director Ines Estrin went to help on the 1247 support line (Author: Markus Mikk)

STRATEGY

In the strategy, the creation of two separate strands (general media and company’s own channels) was crucial. Both were supported by a strong messaging strategy and communication plan.

In the general media we wanted to draw attention to the day-to-day challenges facing nurses and caregivers – fatigue, exhaustion, lack of time, and mental health. We communicated the PAI campaign and its most significant donation, 55,000 euros, to the general media. We also emphasized the values of Tele2 to the general media and called on people to donate.

In internal communication, the main emphasis was on reaching Tele2’s employees and involving them in charity projects.

The Tele2 campaign started on December 6, 2021. In addition to PR, both digital and social media, outdoor media, and live broadcasting on company channels were used to spread the integrated campaign.

CREATIVE AND INNOVATIVE APPROACHES

Christmas is a time of giving, doing good deeds, and sharing a joy. However, this period is often stressful and nerve-wracking, as time is running out and gifts often squeeze your wallet. With Tele2, however, we were able to reduce the tumult and buzz around gift-giving, and instead made donations on behalf of all our customers. All this fastened and strengthened the nature of the Tele2 brand as a challenger; fighting against mainstream Christmas campaigns of a consumer society.

“All this fastened and strengthened the nature of the Tele2 brand as a challenger; fighting against mainstream Christmas campaigns of a consumer society.”

PARTNERS

We are grateful to Tele2’s wonderful cooperation partners: PAI initiative, Not Perfect Tallinn, Mediabroker, VAAS, and Tele2’s marketing and communication team: Eveli Paalberg and Tiina-Mall Vannastu.

RESULTS

15

GENERAL MEDIA COVERAGE PIECES

14

DIFFERENT MEDIA CHANNELS

445 500

DISTRIBUTION ON THE BASIS OF CIRCULATION

127 297

SHOWINGS IN PAID MEDIA

56 000

PEOPLE REACHED IN SOCIAL MEDIA

379

CLICKS

8245

ENGAGEMENTS

1

GOLDEN EGG ’22 AWARD (SILVER EGG)

Meta team

Ann Hiiemaa Partner and team lead

Lily Mägi Consultant

4 min read

In Spite of Corona — International Press Trip was Followed by 17 Articles in Premium Media

How do you write a pitch to a foreign journalist that would truly encapsulate Estonia – one of the most digital countries in the world, where one can find as much nature as great ideas, smart people and unique opportunities to invest on every corner? Last spring, the idea of a press trip came to light in cooperation with our dear client Enterprise Estonia (more specifically, Invest Estonia, e-Estonia, e-residency, Trade with Estonia and Visit Estonia). By the end of the day, even a country with great charm and newsworthy content like Estonia is difficult to condense into a mere email. Then why not just show instead what this country, where so many unicorns have sprung, is all about?

Why not just show instead what this country, where so many unicorns have sprung, is all about?

The circumstances were tricky – while in summer of 2021 Estonians were experiencing a life with little to none restrictions, most other countries did not enjoy the same privileges. When we made our first contacts with foreign press in early July, we were met with astonishment – is someone really organizing a press trip right now? Some foreign journalists had only been writing down their thoughts between the walls of their homes for quite a while now. But when restrictions are created, so are opportunities to operate within them, aren’t they?

Thus, in August, 10 international journalists arrived in Estonia, later writing up 17 articles that were published in international premium media.

Main cHALLENGE:

  • How can we build a captivating program that sparks interest in journalists of different fields, while also ensuring a safe trip for everyone?

CREATING A COMPREHENSIVE PROGRAM

To ensure the safety of the participants, we were strict with the rules: we expected participants to be vaccinated, made masks mandatory, despite not being required in Estonia at the time – all in order for those coming from different countries to feel safe even in the midst of a global pandemic. We made sure that people always had space to distance in every part of the program, and offered journalists the opportunity to participate online. 10 journalists from the United States, the United Kingdom, Germany, the Netherlands, Belgium and Latvia physically attended the press trip, and one journalist joined the press trip online.

The program created in cooperation with Enterprise Estonia covered several different fields. The common denominator of the journalists was business lifestyle, which allowed us to invite journalists from technology, startup, travel and lifestyle publications – the program was also built having this target group in mind.

In this way, journalists got an overview of the developments of our digital society, business opportunities, startups and the business environment, while also getting a glance at the local life here – our nature and urban space.

MEETINGS WITH SPEAKERS FROM PUBLIC SECTOR REPRESENTATIVES TO TECHNOLOGY EXPERTS

Over the course of three days, we introduced Estonia’s unique combination of digital and natural – hence the title of the press trip “Digitally Wild”, the concept which would have been difficult to explain to foreign journalists simply by e-mail or telephone call.

During the trip, we took journalists to a sauna, created an opportunity to have a chat with President Kersti Kaljulaid over a cup of coffee, listen to Prime Minister Kaja Kallas’ thoughts on the concept of a digital country and working out, order kama chocolate with Starship robots, discover the Estonian startup landscape in both Telliskivi and Ülemiste City, dine with ministers and taste dishes prepared by top Estonian chefs. The cherry on top was an unexpected meeting with a living legend, composer Arvo Pärt, in person.

The courage to adapt to the circumstances and the ability to find opportunities in the context of limited conditions paid off.

The courage to adapt to the circumstances and the ability to find opportunities in the context of limited conditions paid off. The press trip brought together journalists from publications such as The Economist, Bloomberg, The Washington Post, Forbes, Sifted, Computer Weekly, Tech.eu, ID Connect, US Today, Handelsblatt and others. Our guests praised both the exceptionally interesting program and the high level of organization. A big round of applause to all the guests and spokespeople, who were keen to follow the agreed special restrictions.

3

DAYS

11

JOURNALISTS

17

ARTICLES IN PREMIUM MEDIA

32

spokespersons from public sector to high-tech companies and start-ups

Meta team

Mirjam Mäesalu Project Manager, Senior Consultant

1 min read

How we made all of Estonia talk about the price of internet

CHALLENGE

According to the statistics of the European Commission, the retail prices of fast and ultra-fast fixed broadband in Estonia are among the highest in Europe, often being several times higher than our close neighbors. We put the customers of telecommunications companies and the costs of their packages at the center of our strategy. We asked the independent consulting company Civitta to examine why the introduction of high-speed broadband in Estonia is several times lower than expected. We used the results of the analysis to raise the issue in the media. Extremely high fees for higher speeds are the main reason as to why the usage of ultra-fast internet in Estonia is among the lowest in Europe (11%).

According to measurement results by the Consumer Protection and Technical Regulatory Authority (TTJA) the quality of service is the same across all operators, but Tele2 offers internet service at the best price.

Tele2’s challenge was to raise consumer awareness about several operators charging unreasonable fees for internet packages: according to TTJA’s measurement results the quality of service is the same across all operators, but Tele2 offers the most affordable internet. We wanted to make people think about their expenses and raise a broader discussion about how much is reasonable to pay for internet service.

GOALS

The campaign had three main objectives:

  • To strengthen Tele2’s reputation as a price leader
  • To show that Tele2 is a leaner, more transparent organization than the others, which helps to lower the costs for service fees To show that the basis of internet service pricing is historical, but can be changed
  • To raise awareness of the considerably differing fees of several operators, while the quality is the same based on TTJA’s measurement results

STRATEGY

We created a broader context by raising wide-reaching discussions in the media about the root causes of higher fees. For effectiveness we focused our communication on people’s direct pain points: daily expenses.


How much more are you paying for your internet service than you should be?

We raised the issue of the root cause of the wholesale pricing of cable infrastructure widely in the media, sharing the results of the analysis with journalists, who helped us to reach a large audience. We wrote articles about people’s experiences with suggestions on how to reduce your costs – one of which was to choose a more reasonably priced operator.

In the tailwind of the published articles, we raised the same issue in various forums and saving groups on social media with more than 30,000 members, asking users’ opinions on how much would be reasonable to pay for the internet, and examining how much others pay for the same speeds.

In cooperation with a design agency, we created an advertising campaign with a focus on a landing page that included a price comparison of various service providers, showing that Tele2 offers internet services at the best price. We created captivating content in our own channels on topics like “How much is reasonable to pay?“ and “What do you pay for?” with the aim to make consumers think about whether it is worth paying extra for the same quality. 

RESULTS

We succeeded in increasing the sales of Tele2 service packages by 20% and showing Tele2 as a price leader, offering industry standard speeds at a significantly cheaper price. The follow-up survey revealed that 81% of Tele2 customers consider their operator’s prices to be reasonable and the price-quality ratio to be good.

The campaign lasted from May 25, 2020, to June 30, 2020, and the PR budget was  1,500 euros.

20%

GROWTH IN THE SALES OF TELE2 SERVICE PACKAGES

81%

OF TELE2 CUSTOMERS CONSIDER THE PRICES OF THEIR OPERATOR TO BE REASONABLE

1500

EURO PR-BUDGET

1

Golden Egg ’21 Award (Silver Egg)

Meta team

Ann Hiiemaa Partner and team lead

1 min read

Prisma has lowered prices permanently

Prisma has been operating in Estonia since 2000. There are a total of nine Prisma stores in Tallinn, Tartu, and Narva. In the coming years, Prisma Peremarket plans to expand vigorously into several regions of Estonia. Food prices have been the subject of debate for years: aren’t they too high compared to neighboring countries, especially considering the wage level of the Estonian people? Can quality food be affordable? Are discount campaigns necessary or is it possible to reduce prices permanently instead, saving campaign-related costs? Prisma showed that this is exactly what is possible. A full shopping cart from Prisma has been steadily among the most affordable for the last six months.

GOALS

  • To show that Prisma is the retail chain with the least expensive grocery offerings in Estonia
  • To talk to its daily customers and bring in new ones
  • To get extensive and earned media attention
  • To raise brand awareness
  • To raise the debate on food prices and gain wider public attention

STRATEGY

The campaign was strategically divided into two categories: the unbranded pre-campaign
and the branded campaign.

The aim of the unbranded pre-campaign was to raise the issue of food prices. A large part of many families’ budget goes towards food. We wanted to find out how much money people spend on food, what proportion of their budget is spent on food, how Estonian people feel about food prices, and how they make their preferences.

We started with a Kantar Emor survey, where we specifically asked people for their assessment of food prices and the amount their family spends on food. It turned out that more than half of the respondents considered food prices too high. With this information we moved on to various family and food forums, where we raised the same questions – are groceries too expensive in Estonia, and whether people prefer stable favorable prices or temporary discount campaigns. The answers quickly revealed people’s expectations towards retail chains.

The branded Prisma campaign started on January 18, 2021, and involved all types of media: print and outdoor media, radio and television, as well as social media. During the branded campaign, the change in Prisma’s pricing strategy was covered in media. Thus, Prisma’s visibility was very high across all media channels.

CREATIVITY AND INNOVATIVE APPROACHES

As an innovative approach, we used various forums and food groups – simply to uncover the mood and preferences of our target group. We also conducted a Kantar Emor survey, which helped us with statistics. It was also useful to highlight these numbers and illustrate our statements with statistics in the media coverage. This certainly increased the credibility of the messages. After the end of the campaign, we also included food podcasts, where Prisma employees shared tips on how to save on food costs, but at the same time eat healthy and high-quality food.

RESULTS

During the month of the campaign, there were 40 different news stories in Estonian media, reaching almost 250,000 people. Prisma took the floor in six podcasts and forums. There were 46 different pieces of media coverage in earned media in total.

Meta team

Riin Härma Senior Consultant

40

PIECES OF MEDIA NEWS

250,000

REACH

6

SPEAKING SPOTS IN FORUMS AND PODCASTS

46

EARNED MEDIA COVERAGE

2 min read

Skip 2020 and step into the future – we broke the myth about how an image campaign in the public sector is supposed to go

Skip 2020 and step into the future – we broke the myth about how an image campaign in the public sector is supposed to go. Skip2020 broke the myth of how boldly a public sector organization could speak to its target group by conducting an international image campaign. With a strong digital focus and modern communication techniques we turned weaknesses into strengths. Reaching out to people from 35 countries, our video was viewed more than 101,000 times in two weeks.

THE PROBLEM: LACK OF IT SPECIALISTS

In Estonia, one of the most developed digital societies in the world, there is a shortage of nearly 8,000 IT specialists, but due to the pandemic, it is not possible to conduct large recruitment campaigns.

In Estonia, one of the most developed digital societies in the world, there is a shortage of nearly 8,000 IT specialists, but due to the pandemic, it is not possible to conduct large recruitment campaigns. IT professionals are a highly sought after target group, who are extremely difficult, if not impossible, to get a hold of. It is even more difficult to do so while being a public institution. For the ‘Work in Estonia’ image campaign, the goal of Skip2020 was to maintain Estonia’s high-level reputation as a destination country for foreign IT talents, in a situation where usual recruitment campaigns had generally been postponed indefinitely.

STRATEGY

How to speak creatively to the target group – so that the strengths of Estonia as a destination country would stand out? We knew the context, performed social listening, and created a tongue-in-cheek-style campaign with a strong digital focus, that saw 2020 as an absurdly bizarre phenomenon, which could have a long-term effect on one’s health.

According to various theories, the best way to recover from the experienced events and move on, was to share or write down, what happened. That’s why we created a special video call and landing page as a central element of the campaign, inviting IT professionals from all over the world to share their “Possible only in 2020” story.

Favorite stories could be voted for and five authors, who received the most votes and were chosen by a jury, won free accommodation in beautiful places in Estonia to work remotely, live in the world’s most digital country with zero bureaucracy, and be surrounded by beautiful boredom. In a supporting PR campaign, we portrayed Estonia as a therapy nest, where one could hide from the debilitating effects of 2020. We sent out a press release and created content with features and memes in our own channels, as well as in international groups of digital nomads.

We knew the context, performed social listening, and created a tongue-in-cheek-style campaign with a strong digital focus, that saw 2020 as an absurdly bizarre phenomenon, which could have a long-term effect on one’s health.

We hit the right spot and got 124 people from 35 countries to write their stories. We also made a video, which was viewed more than 101,000 times in the first two weeks alone.

RESULTS

With Skip2020 we broke the myth of how boldly a public sector organization could speak to its target group with an international image campaign. We hit the right spot and got 124 people from 35 countries to write their stories. We also made a video, which was viewed more than 101,000 times in the first two weeks alone.

The campaign lasted from December 15, 2020, to December 31, 2020, and the total budget was 15,000 euros.

META’s partner / Creative Agency: Age McCann

124

participants from

35

countries

101 1000

campaign video views

15 000

euro budget for the campaign

1

Golden Egg ’21 Award (Bronze Egg)

Meta team

Ann Hiiemaa Partner and team lead

1 min read

The creation of the Rail Baltica business network highlighted the peculiarities in creating business networks in the Baltic region

I have always been interested in communication and government relations projects in the field of transit and logistics.

Such projects require strategic communication planning, and a good understanding of the government sector is an obvious precondition.

In almost 15 years in the PR business I have advised various companies in the field of ​transit and logistics. In the late 1990s, when oil transit was one of the engines of the Estonian economy, I had the opportunity to start my work as a PR manager for companies such as N-Terminal and Pakterminal. Over the years I have also advised Eesti Raudtee, Nordica and several other interesting transit and logistics companies in Estonia.

One of the most interesting projects recently in this field is related to the activities of the Rail Baltica Business Network. In 2019, I completed a two-year project with the aim of establishing Rail Baltica Business Networks in Estonia, Latvia, and Lithuania, as well as in Poland and Finland. This project was financed by the European Commission, and the project partners, in addition to META, were the law firm Triniti and the project consulting company Innopolis.

Background

A number of pan-European infrastructure mega-projects – like Rail Baltica – have been set up with the support of the European Commission. Unfortunately, the awareness of business communities about these projects is often not sufficient until these projects are completed. In many cases, this has meant that operators with a potential interest in using the infrastructure will discover new opportunities too late, which essentially means wasted resources and unused opportunities.
The creation of the Rail Baltica Business Network was a two-year project, where META’s task was to manage communication in the target countries and to organize events for the right target groups as a prerequisite for the emergence of the business network.

Conclusions

The project taught us that countries in our region have different perceptions about setting up such informal business networks. For example, in Estonia the Rail Baltica Business Network is a very lively organization including more than 25 leading Estonian companies in the fields of transit, logistics and construction. At the same time, in Lithuania the traditions of society are much more corporate and the preconditions for creating non-governmental business networks are quite different.

Therefore, in order to bring together the business communities and introduce Rail Baltica’s future business opportunities, completely different methods had to be used.

The European Commission considered the project successful, and we hope to continue cooperation with the Estonian Rail Baltica Business Network in the future.

Meta team

Ott Lumi Public Affairs Special Advisor

Why a podcast for a mall? The first step of Trend Makers

3 min read

1 min read

Rakvere meat industry labor dispute with the slaughterhouse workers’ union

The problem

In October 2017, 27 of 64 employees of the Rakvere meat plant’s slaughterhouse organized an illegal shutdown requiring a 50 to 100% increase in wages. The negotiations did not bring the parties closer together, not even with the intervention of the Public Conciliator. On December 14, 2017, the company announced an increase in the total payroll fund of the company by 5% in the spring of next year, to which the union responded with an announcement that an indefinite strike would start from February 6, 2018. The strike involved some twenty workers, but it lasted more than two months and became the longest downtime in Estonia. The increase in the payroll fund in the spring, as planned, put an end to the strike. The media covered every step of the half-year crisis extensively, often as headlines.

Solution

Throughout the crisis the company was under great pressure for full transparency and the publication of detailed salary data. The workers’ union accused the company of emotional speeches, as well as of slavery, although the wages were above the market median according to national salary surveys. As common to a listed company, much of the data contained business secrets and are protected by the Employment Contracts Act, and therefore the company could not disclose the information.

Nevertheless, company representatives were always available to the media throughout the crisis and explained the situation as much as possible. This meant a dramatic increase in the workload for the company’s communication manager. And here META was able to come and help, providing the company with much-needed extra resources for monitoring media and social media, and dealing with media inquiries. A lot of misinformation was spread around that was crucial to refute as quickly as possible.

On the most intensive days our consultant worked in the company’s office.

In addition, META played an important role in wording messages, communicating with journalists, searching for allies, and in the ongoing monitoring and evaluation of media coverage (including social media).

The communication strategy was chosen together with the company, and focused on the long term: to maintain credibility. For that purpose we had to be accessible, calm, consistent, respectful of all employees (including strikers) and develop fair long-term solutions to increase employee satisfaction. Throughout the crisis, internal communication was central. Even on the first day of the strike, when every national media source was present before the Rakvere plant, the top manager of the company spent most of his time communicating with the employees.

Results

Although the company’s reputation was damaged in the long crisis, it did not affect brand strength: The sales volume of Rakvere and Tallegg products did not fall. Through continuous internal communication, the company managed to prevent the strike from spreading to other departments and units of the company. The company has continued to invest in Estonia and the positive news has left the crisis a thing of the past. There have been internal changes in the management of the company, where employees have more opportunities to have a say and employment relations are in good condition.

Improving the company’s overall reputation is a long-term goal. In order to achieve that, the company continues to be visible in the public more than before, and openly shares news about its activities as well as industry expertise.

1 min read

How did the Haabersti bridge become the Rocca al Mare overpass?

Nearly 40 pieces of free media coverage, over 700 name proposals, a 5% increase in visitor numbers, over 4,500 unique visitors on the landing page

INTRODUCTION

Why are the visitor numbers of the shopping center decreasing? The study revealed that the reason was not just increased competition between shopping centers, but also included the fact that the long-lasting construction works of the new overpass were causing a lot of changes in nearby traffic, which have scared away customers arriving by car. We approached the problem from a completely unexpected angle – we began looking for a new name for one of the most important and newly built overpasses in the city.

GOALS

to increase the number of visitors to Rocca al Mare Center;
to enhance the brand attractiveness of the Center through activities that contribute to society;
To develop links with the local community, businesses, and the district government.

STRATEGY

In 2018–2019 the number of visitors to the Rocca al Mare Center was smaller than expected, so we went directly to the customers to find out why they are no longer coming to the Center. The increase in competition on the commercial market is a well-known reason. But the surprising fact was that, although road construction works in the immediate vicinity of the Center were completed, access to the Center was seen as more complicated than ever before, and the continuing road works in the area were creating additional problems.

We decided to approach the problem from an unexpected angle. In order to draw attention to the newly improved traffic system, we started looking for new names for the freshly built Haabersti overpass and pedestrian tunnels in cooperation with the municipal authorities and local companies.

Besides highlighting the completion of roadworks, the name competition was also a good way for the Center to develop community relations with the local residents, businesses and district government. It also opened the possibility to develop the brand awareness and appeal of the Rocca al Mare Center.

Strategically, the most important thing was to become a partner of the Haabersti District Government, which meant understanding their motivation, along with direct and transparent communication. Then we engaged the entertainment companies in the surrounding area – the Open Air Museum, and the Saku Suurhall.

The next step was designing the messages and organization of the name competition in cooperation with the partners. This meant creating the campaign’s landing page, and putting together data sheets and plans for social media and PR. The significant role of PR was cooperation with the municipal media, which is often underestimated.

As a result of public voting, the Haabersti bridge was renamed the Rocca al Mare overpass and the pedestrian tunnels were renamed the Zoo tunnel and the Suurhall tunnel. It should be made clear that the organizers of the competition did not interfere in the results of the public voting.

TOOLS

  • Traditional media: press releases, articles and thematic proposals
  • Skilled use of the Center’s own channels (social media, internal and external screens, and the landing page)
  • Direct mail to the residents of the district – this method proved very successful
  • Skilled use of the communication channels of the municipal media (social media, district’s newspaper and website)

The PR budget was approximately 6,000 euros

RESULTS

38

pieces of media coverage, both in Estonian and Russian language media

711

name proposals for the competition (among which Rocca al Mare was the undisputed leader)

4-5%

The number of visitors to the Rocca al Mare Center increased by 4-5% compared to the previous year (2018)

4500+

unique users visited the competition’s website

Eesti Ekspressi

The editorial board of the weekly Eesti Ekspress also made its proposals for the name of the bridge.

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