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The Association of Travel Marketing Executives is an association of executives with vital responsibilities in the marketing of travel and tourism worldwide.
ATME PUB CENTRAL
Easy access to industry publications
ATME'S MAGAZINE
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October 6, 2008
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Upcoming
Events:
ATME NEWS
This issue of MarketFlash has several articles from Brandweek, Adweek, AdAge, and PR Week as well as industry marketing news.
ATME Executive Think Tank - Chicago, Westin Hotel on Michigan Avenue (Postponed, new date TBA)
How to Get New Business from the Inbound Chinese Market
Speakers include: Henry Harteveldt, VP, Forrester Research, Nick Qin, President, China Professional Tours, Inc.; Frank Haas, Interim Dean, University of Hawaii School of Travel Industry Management, previously VP of Marketing Hawaii State Tourist Board, Rafael Villanueva, Director of Sales & Marketing, Las Vegas CVA; Joel Chusid, General Manager, NA, Hainan Airlines; Pierre Gervois, Managing Partner, China Elite Focus Ltd (a marketing firm in China that specializes in the luxury market segment)
Check out the special low rates for Chicago area locals and 2 for the price of one registration for members of ATME, HSMAI, USTOA, NTA, SKAL
To Register and more info for the Think Tank Click Below
https://www.registrationfactory.com/v3/?EventUUID=1AC2DCAF
2008 Renewals
Please process your 2008 membership renewal. Make sure we have your correct contact information. Renew by clicking on the Renew link above.
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AIRLINES
- JETBLUE
JetBlue's New Terminal: Architecture as Marketing
Ad Age, Sept. 24, 2008
JetBlue's new terminal is thick with multimedia features.
NEW YORK (AdAge.com) -- In a celebration that was as much about architecture as it was about marketing, JetBlue cut the ribbon Monday at its new $740 million, 72-acre terminal at New York's JFK Airport. Branded "JetBlue T5," it's the first new terminal built in the U.S. since 9/11. In erecting its futuristic, 26-gate hub alongside TWA's landmark Saarinen terminal, JetBlue is hoping to inject some glamour back into flying. (See 3 minute video at AdAge.com, search JetBlue)
HOTELS
- WYNDHAM
Wyndham Comes 'Clean' With Consumers
Sept 18, 2008
-By Mike Beirne
Wyndham Hotels and Resorts is turning "green" by going plastic—and not the type associated with credit cards.
Starting this fall, front desk employees and other staffers who interact with guests at select locations will start to wear uniforms made with polyester fibers spun from plastic beverage bottles. All such employees chainwide will be required to wear the new uniforms by the end of 2009. Housekeeping and back-of-house workers will be donning the new duds by 2010. The apparel, which does not require professional laundering or chemicals to clean, is designed and manufactured by Cintas, Cincinnati.
"As part of our quest to find new and innovative green practices, we challenged Cintas to design a program that reflected our three Wyndham brand-defining pillars of innovation, personalization and flexibility," Faith Taylor, vp of sustainability and innovation at Wyndham Worldwide, Parsippany, N.J., said in a statement. "Cintas answered the call by selecting trendy, eco-conscious garments that are machine washable, easily modified and mixed-and-matched for a more personal look. The end result is fashionable suit that is cost-effective and extremely comfortable."
The material is made from recycled plastic products, including beverage bottles, which are processed into flakes, then into filaments, which are spun into yarn that is woven into these soft fabrics. The uniform program will join other green initiatives that are becoming common in the hospitality sector like the use of compact fluorescent lights, low-flow water practices, and giving guests the option to reuse linen and towels rather than changing those items during each day of a stay.
Wyndham incorporates several ecologically-friendly initiatives, including use of energy-efficient compact fluorescent lighting, low-flow water practices and an "Earth Smart" guest linen reuse program.
Wyndham also offers Wyndham ClearAir, a program launched last month that features rooms that are 98% allergen-free thanks to a cleaning regimen and an air purification system designed by Pure Solution, New York. Wyndham properties will be required to convert 10% of room inventory into ClearAir rooms by the end of 2009.
A recent survey of 1,155 business travelers by Deloitte, New York, found that 34% seek out environmentally friendly hotels and would pay a 10% premium to stay in one. Wyndham is not alone in fast-tracking the green movement in the hospitality sector. Fairmont and Kimpton use eco-friendly cleaning supplies. Starwood Hotels & Resorts Worldwide is opening its first Element brand in Lexington, Mass. The building is LEED Certified, meaning it was built to the specification approved by the U.S. Green Building Council. Twenty more LEED-Certified properties will open during 2009. Findings about green practices from those operations will be passed on to the Westin, Sheraton and the W Hotel sister brands. (Brandweek)
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DESTINATIONS - LAS VEGAS
Online Video Gives Vacation Marketing a Boost
Vegas rolls the dice on YouTube play
Sept 15, 2008 (Adweek)
-By Shahnaz Mahmud
NEW YORK Seeing is believing when it comes to choosing a destination for one's vacation -- and online video is all the rage.
So it's not surprising that travel marketers are using Web-based clips to lure potential tourists more than ever before.
In the latest example of this trend, the Las Vegas Convention & Visitors Authority has partnered with YouTube to create a brand page that marks Sin City's major foray into online video. The page has been up and running for three weeks.
The move also signals the growing commitment of YouTube parent Google to formalize travel video as a category and make it a more vibrant segment of the related user-generated material already on the YouTube site.
"We believe it makes a lot of sense for the travel industry because it is so experiential and sight-, sound- and motion-focused -- especially when it comes to online, which is very direct-response focused," said Rob Torres (ATME Board Member), managing director at Google Travel.
For its online video debut, LVCVA is running 30-second clips that partly tie into its "Crazy times, crazy fun" campaign launched in the summer, emphasizes that consumers need a vacation "now more than ever" and Las Vegas is the best place take your vacation. The original thought was to put its TV spots on YouTube, but it has now evolved to a dedicated brand channel with video. There is also a slick video ad enticing vacationers to all the city has to offer, including nightlife, shows and hotel experiences.
R&R Partners in Las Vegas produced the ads and planned and purchased the media.
"Vegas right now" and "Crazy times call for crazy fun" are the key messages.
In the long term, the client hopes to build the channel via professionally produced vignettes and user-generated content.
"We wanted to put the Vegas message in front of them in a place where they weren't necessarily thinking of travel at the moment, but were open to new experiences online, said Terry Jicinsky, svp, LVCVA.
LVCVA, according to Nielsen Monitor Plus, spent nearly $35 million on advertising in 2007 and close to $20 million year to date.
Jicinsky noted that use of nontraditional media has increased over the past couple of years. "It's a process of evolution. We're in tune with what the consumer wants, so there are incremental growths every year," he said.
Google Travel has conducted research to determine the viability of online video as a tool in getting people to follow through on future travel bookings, said Cynthia Goodrich, branding specialist at the company.
Roughly 70 percent of survey respondents said they watched such channels when selecting a destination and more than 60 percent indicated they did when they were thinking about taking a trip. Additionally, 80 percent-plus said that even after they chose a vacation spot, they watched travel videos to learn more about their choice, said Goodrich.
Other advertisers that have partnered with Google Travel include New Zealand Travel and Disney.
James McQuivey, a principal analyst at Forrester Research, indicated that the travel sector is well positioned to succeed, in terms of online video. Products or services wrapped around it will attract viewers -- and ad dollars, he said.
Other companies are ramping up their online video efforts. BBC Worldwide acquired a 75 percent stake in Lonely Planet last October. Its intends to increase the amount of video and audio content for travelers, said Luke Bradley-Jones, evp of business development and digital media for BBC Worldwide America.
Budget Travel magazine has also dedicated resources to its online offering. In July, it launched a social media site, My Budget Travel, which allows users to upload their own travel content, including photos, journal entries and videos. This follows up on its professionally produced travel videos that began populating its site in 2006.
"Travel has an inspirational and a dream and a wish fulfillment aspect to it. And so video of beautiful places absolutely fits that. But there is also the how-to part of travel, which is the more pragmatic aspect," said Nancy Telliho, publisher of Budget Travel.
(Adweek)
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MARKETING STRATEGIES IN A RECESSION
How Creativity Can Carry Your Business Through a Recession
Here's What a Some Who've Been Around the Block a Few Times Have to Say
By Teressa Iezzi
Published: September 22, 2008 (AdAge.com)
So, a giant dragon of economic doom has rained fire upon the world. And the overall economic picture (and this is especially true if a certain uninformed product of the patriarchy being cynically sold as a beacon for women has any role to play) is not going to be fixed overnight.
In these pages, we've read about the ways in which this sort of environment affects ad spending. But what happens to creativity in times like these? Dark days have a way of producing creative breakthroughs. So I asked some creatives who have weathered a few economic "cycles" what really happens when Wall Street stumbles (or dives face first into an empty pool).
What will be the impact of this climate on the kind of work you'll be doing?
"It already has (had an impact). Clients have been in a slow trend to do more conservative work. The words 'guaranteed to work' get thrown around nowadays. The dependence on testing not as insight but as the decision maker is on the rise. Testing has become the client's defacto creative director nowadays. The messaging in the work has also become less singular and packed with as many messages as possible. It's the strategy of, 'everything but the kitchen sink. No, wait. Put that in there, too.' And tonality has become more subdued and quiet, less entertaining." -- Peter Nicholson, chief creative
officer, Deutsch, New York
"It'll be more pragmatic. More measurable. More digital." -- Nick Law, exec VP-chief creative officer North America, R/GA What are the opportunities here?
"The opportunities in this type of market are abundant, but they're big 'if' statements. If a company takes a slight risk and takes a bolder approach that allows its message to have a strong point of view, it will be heard. It will stand out." -- Nicholson
"Hopefully our industry will finally start delivering on the hollow promises of a thousand "brave new world" PowerPoint decks. Agencies will stop talking and start doing. At last, the triumph of practice over theory." -- Law
"When fear is in the air, I always have the same response when it comes to our creative work: Be brave, be bold. Like steering into a skid, it's counter-intuitive. But bold works. It stands out from all the timid, fear-inspired work." -- Marty Cooke, chief creative officer, SS&K
"I've always thought optimism in the face of pessimism was a great response. As long as an advertiser has something to be optimistic about, of course. You don't want to appear clueless and out of step. But there's a way to be optimistic in a credible way. People are hearing from enough places that times are tough. For advertisers, it's a chance to be a positive antidote." -- Jamie Barrett, creative director and partner, Goodby Silverstein & Partners
What's creativity's role, if any, in shaping the next economic era?
"Our industry's creative minds will not just be concentrating on messaging. They'll spend more time on product enhancements and digital services that transform businesses." -- Law
So, in conclusion, bad times have the potential to make for bad advertising but, as always, there are huge benefits to zagging.
And before you get too excited, remember:
"Ninety-eight percent of advertising is awful. During difficult economic times, when companies can't afford to waste a single dollar on mediocre creative, and when outsmarting and creatively outgunning your competitors can lead to concrete market-share gains, that number plummets to 97.8%. That's the sad truth of our business." -- Paul Venables, founder and creative director, Venables Bell & Partners
~ ~ ~
Teressa Iezzi is the editor of Creativity magazine and Creativity-Online.com.
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WHAT YOU MISSED AT SEPTEMBER ATME LUNCH
How to Market in a Recession
If you missed the ATME 9/23 Lunch in NY - Here are the 8 points on marketing in a recession.
Posted by John Quelch on February 19, 2008 9:16 AM (Harvard Business Press)
The signs of an imminent recession are all around us. The spillover from the subprime mortgage crisis is weakening both consumer confidence and the consumer spending--much of it on credit--that has been buoying the US economy.
Companies should bear eight factors in mind when making their marketing plans for 2008 and 2009:
1. Research the customer. Instead of cutting the market research budget, you need to know more than ever how consumers are redefining value and responding to the recession. Price elasticity curves are changing. Consumers take more time searching for durable goods and negotiate harder at the point of sale. They are more willing to postpone purchases, trade down, or buy less. Must-have features of yesterday are today's can-live-withouts. Trusted brands are especially valued and they can still launch new products successfully but interest in new brands and new categories fades. Conspicuous consumption becomes less prevalent.
2. Focus on family values. When economic hard times loom, we tend to retreat to our village. Look for cozy hearth-and-home family scenes in advertising to replace images of extreme sports, adventure and rugged individualism. Zany humor and appeals on the basis of fear are out. Greeting card sales, telephone use and discretionary spending on home furnishings and home entertainment will hold up well, as uncertainty prompts us to stay at home but also stay connected with family and friends.
3. Maintain marketing spending. This is not the time to cut advertising. It is well documented that brands that increase advertising during a recession, when competitors are cutting back, can improve market share and return on investment at lower cost than during good economic times. Uncertain consumers need the reassurance of known brands--and more consumers at home watching television can deliver higher than expected audiences at lower cost-per-thousand impressions. Brands with deep pockets may be able to negotiate favourable advertising rates and lock them in for several years. If you have to cut marketing spending, try to maintain the frequency of advertisements by shifting from 30-to-15 second advertisements, substituting radio for television advertising, or increasing the use of direct marketing, which gives more immediate sales impact.
4. Adjust product portfolios. Marketers must reforecast demand for each item in their product lines as consumers trade down to models that stress good value, such as cars with fewer options. Tough times favour multi-purpose goods over specialised products and weaker items in product lines should be pruned. In grocery-products categories, good-quality own-brands gain at the expense of national brands. Industrial customers prefer to see products and services unbundled and priced separately. Gimmicks are out; reliability, durability, safety and performance are in. New products, especially those that address the new consumer reality and thereby put pressure on competitors, should still be introduced but advertising should stress superior price performance, not corporate image.
5. Support distributors. In uncertain times, no one wants to tie up working capital in excess inventories. Early-buy allowances, extended financing and generous return policies motivate distributors to stock your full product line. This is particularly true with unproven new products. Be careful about expanding distribution to lower-priced channels; doing so can jeopardise existing relationships and your brand image. However, now may be the time to drop your weaker distributors and upgrade your sales force by recruiting those sacked by other companies.
6. Adjust pricing tactics. Customers will be shopping around for the best deals. You do not necessarily have to cut list prices but you may need to offer more temporary price promotions, reduce thresholds for quantity discounts, extend credit to long-standing customers and price smaller pack sizes more aggressively. In tough times, price cuts attract more consumer support than promotions such as sweepstakes and mail-in offers.
7. Stress market share. In all but a few technology categories where growth prospects are strong, companies are in a battle for market share and, in some cases, survival. Knowing your cost structure can ensure that any cuts or consolidation initiatives will save the most money with minimum customer impact. Companies such as Wal-Mart and Southwest Airlines, with strong positions and the most productive cost structures in their industries, can expect to gain market share. Other companies with healthy balance sheets can do so by acquiring weak competitors.
8. Emphasize core values. Although most companies are making employees redundant, chief executives can cement the loyalty of those who remain by assuring employees that the company has survived difficult times before, maintaining quality rather than cutting corners and servicing existing customers rather than trying to be all things to all people. CEOs must spend more time with customers and employees. Economic recession can elevate the importance of the finance director's balance sheet over the marketing manager's income statement. Managing working capital can easily dominate managing customer relationships. CEOs must counter this. Successful companies do not abandon their marketing strategies in a recession; they adapt them.
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The
Association of Travel Marketing Executives (ATME) is
a 28 year old professional association made up of senior level
travel industry marketers representing all segments including:
airlines,
hotels and resorts, cruise lines, tour operators, online travel,
international tourist offices, CVB's, state and local tourism
offices, car rental companies, technology providers, etc.
ATME is the only worldwide organization of its kind to provide members with an
ongoing forum for the exchange of creative ideas and effective marketing solutions.
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ATME's MarketFlash email newsletter dedicated to bringing you marketing news and articles about campaigns, accounts, partnerships, clever marketing moves, people in the news.
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September 17, 2008
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Upcoming
Events:
ATME NEWS
This issue of MarketFlash has several articles from Brandweek, Adweek, AdAge as well as a call to action for the prestigious Effie Awards. The articles are here in their entirety. One article is about the luxury market in general, not just within travel, and another the results of a CMO study done by Duke University's Fuqua School of Business. All are interesting reading.
ATME Marketing Forecast Lunch - September 23rd, Yale Club, NYC
Doing More With Less To Register Click Below.
https://www.registrationfactory.com/v3/?EventUUID=F9F1B9CC
ATME Executive Think Tank - October 15-16, Chicago, Westin Hotel on Michigan Avenue
How to Get New Business from the Inbound Chinese Market
To Register and more info for the Think Tank Click Below
https://www.registrationfactory.com/v3/?EventUUID=1AC2DCAF
2008 Renewals
Please process your 2008 membership renewal. Make sure we have your correct contact information. Renew by clicking on the Renew link above.
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AIRLINES
- SOUTHWEST ON FEES
More 'No Hidden Fees' Ads Take Flight for Southwest
By Mike Beirne, Brandweek - September 8, 2008
Continuing to push its value message, Southwest Airlines is ratcheting up its “no hidden fees” campaign for the fall travel season. New ads tout the fact that unlike many other airlines, Southwest does not charge for curb side check in, an aisle seat, phone reservations, snacks and checking in two bags.
“What you see is what you pay” says a voiceover in the ads. One new TV spot, breaking this week, shows the queue of travelers behind belting out the hallelujah chorus after the Southwest agent tells him there’s no charge for checking in two bags of luggage.
Another features a two-faced airport agent with a fictitious airline—one smiling face tells a customer his fare is a low $69; the other dour mug demands a bag fee, booking fee and then his whole life. GSD&M, Austin, Texas, handles.
Southwest is staking its territory as the contrarian while its competition is charging more and more perks that once were free. Sixty-nine percent of executives for international and domestic carriers said charging fees for services will become more prevalent, per IdeaWorks, a Milwaukee-based marketing consultancy. It polled 113 execs between June and August.
Compared with last year, 65% said they were charging call center booking fees compared, up from 49%. Half are charging for inboard meals compared with 36% during the 2007, and 42% said their airline was charging for soda and juice versus 25%.
“A la carte pricing has become especially prevalent in the USA where major airlines have made an unprecedented rush to new fees for checked baggage, in-flight services, and frequent flier benefits,” said Jay Sorensen, president, IdeaWorks. “Airline CEOs are obviously desperate to recover the profits lost to the spiraling cost of jet fuel.”
The Southwest’s no hidden fee message will be ubiquitous in airports on rope sleeves, counter cards, banners and jet bridge posters. Print, radio and additional out of home also support with the tagline “Low Fares, No Hidden Fees.”
Measure media spending for Southwest was $102 million for the first half of the year and $184 million during 2007, per Nielsen Monitor-Plus (Brandweek, Sept 8, 2008)
HOTELS
- HAMPTON INN AND COLLEGE FOOTBALL
Hampton Inn Courts College Football Crowd
By Gregory Solman, Adweek - September 12, 2008
Interpublic Group's Draftfcb is breaking a college football-themed integrated campaign for Hampton Inn Hotels this weekend.
Lauren Watson, svp/group creative director at the agency's office in Chicago, said: "The creative strategy is to show that Hampton is a friend to college football—your friend in town. Alumni traveling to games and Gen Y are fun-loving targets. The friendly personality of the hotel matches college football fans. it's a little more authentic and personable."
Three 15-second spots feature an enthusiastic couple pretending to be sportscasters hosting the Hampton Weekend Wrap-Up, introduced with typical TV news-style supers and music cues. There's plenty of lightweight banter between the pair. A third character wearing a Viking helmet also appears.
The tagline, "When you touch down at Hampton, you wake up a winner," opens each spot.
Bruce Hurwit of Crossroads directed the spots, which are complemented by online and print iterations.
In 2008, the campaign will receive greater media emphasis than last year, though Watson declined to enumerate spending. In 2007, the Beverly Hills, Calif.-based Hilton brand spent $30 million on U.S. ads (not including online ads) and $15 million through the first six months of 2008, per Nielsen Monitor-Plus. (BRANDWEEK.COM Sept 12, 2008)
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STRATEGIES - CMO'S WEIGH IN
CMOs Weigh In on Green Marketing, Ad Budgets, Hiring
By Mike Bierne, Brandweek
Over the next 12 months, marketing executives expect to shift more of their resources from increasing product penetration in current markets to developing new products and cultivating customers, according to the Chief Marketing Officer Survey released today by Duke University's Fuqua School of Business.
The first-ever CMO survey for Duke tracks expectations among top marketers, similar to the university's CFO survey that tracks the financial sector four times a year. The CMO survey will be conducted twice a year; the current one polled 78 marketers from Fortune 1000 companies and Forbes Top 200 small businesses. Compared with CFOs (41.5%), CMOs (77%) are more pessimistic about the overall economy, the survey found.
"Going green" may be the hype at the moment, but marketers reported that their companies' emphasis on campaigns that promote “benefits to society” or “minimize the impact on the environment” is weakening.
The survey also found that CMOs at business-to-consumer companies anticipate their marketing spend will increase by 6.4% next year, while CMOs at business-to-business companies anticipate only a 0.3% increase. Overall, Internet marketing budgets are expected to rise 16% in 2009, while spending on traditional advertising is to increase 1%.
Additionally, b-to-b CMOs reported the highest expected increase in hiring marketing personnel (6.2%) and marketing consultants (8%). On the other hand, b-to-c CMOs said they would likely reduce marketing department hiring by 4.7%.
As for companies that set the standard for marketing excellence, Procter & Gamble, Apple and Nike ranked the highest by CMOs. P&G, Harrah's Entertainment, American Express, John Deere and Federal Express were at the top of the list as companies that set the standard for marketing innovation, per the survey. (Brandweek, Sept 11, 2008)
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OUTSIDE THE TRAVEL INDUSTRY - LUXURY BRANDS BRACE FOR COMING STORM
Luxury Market Braces for Slowdown
High-End Brands and Retailers Expected to Feel Pinch as Consumers Re-evaluate Spending Habits
By Natalie Zmuda, AdAge
Published: September 15, 2008
NEW YORK (AdAge.com) -- With massive layoffs expected in the banking industry and the economy in turmoil, marketers are beginning to fear that consumers of luxury goods will be snapping their wallets shut.
Luxury brands such as Tiffany, as well as other high-end retailers, likely will feel the pinch.
While the subprime-mortgage crisis hit many lower- and middle-income consumers, this latest financial crisis, analysts said, will have more of an impact on the upper and upper-middle classes. "Certainly the New York market directly and the luxury market generically [will be hurt]," said Michael Niemira, director-research at the International Council of Shopping Centers. "It continues to be problematic for the whole economy, further shifting people away from luxury and more toward value and basics. And it's deferring potential luxury purchases."
Under pressure for months
With some luxury brands already starting to see a slowdown in sales, several analysts said, this latest development only stands to make matters worse. Milton Pedraza, CEO of the Luxury Institute, noted that even high-end brands have been under pressure for several months, as consumers became jittery.
"The reality is that even at the highest levels of wealth, there is some pullback," said Mr. Pedraza. "The loss of Wall Street jobs and, more importantly, the effects of a less-liquid market on the economy will mean a few more percentage points of decline in revenues."
Brands such as Tiffany and Coach, as well as high-end retailers such as Saks Fifth Avenue, Nordstrom and Neiman Marcus, which owns Bergdorf Goodman, likely will feel the pinch.
Part of the cycle
But players in the space still see the downturn as temporary. Mr. Pedraza said the luxury market is cyclical and has experienced downturns before -- albeit none as profound as this. "This is deeper," he said. "It's not the demise of the luxury market, but it's a very serious downturn."
And that will spur a re-evaluation of spending habits. Pam Danziger, founder of Unity Marketing, said consumers today are learning how to resist temptation and are more carefully evaluating their shopping choices. "Once you've gotten off the treadmill, why would you get back on? People don't get rich by spending their money," she said. "And spending on luxuries isn't a good place to spend it."
Focus on Russia, China
As consumers adjust to a new financial reality, so too must luxury marketers. With the U.S. economy in a tailspin, Mr. Pedraza said global luxury brands will further shift their marketing focus toward countries such as Russia, India and China. He also notes that marketing among luxury brands is beginning to focus more on function rather than status.
"[Luxury brands] are focused on marketing the classics -- products that have lasting value and heritage," he said. "In the last few years, because the money was flowing, companies forgot about the functionality of the product and were focusing on the image and status of it." (AdAge.com)
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CALL FOR ENTRIES - EFFIE AWARDS DUE OCTOBER 15
EFFIE AWARDS ANNOUNCE CALL FOR ENTRIES, DUE OCTOBER 15
Workshops, Webinars Offered to Help Entrants Learn What Makes a Compelling
Entry
NEW YORK (September 15, 2008) – The Effie Awards, honoring marketing
communications ideas that work, has opened its call for entries period. In
addition to its 40+ categories, which welcome any form of consumer
engagement, three new categories have been added. Workshops and webinars are
being offered to help entrants determine what is eligible to enter the
Effies, how entries are judged and to provide insight from judges on what it
takes to deliver a winning case.
The workshops and webinars, which require pre-registration via Effie.org,
are designed to benefit both new entrants and past entrants. A workshop will
be held at Effie Headquarters in New York (116 East 27th Street, 6th Floor)
on September 30 at 3pm. Webinars will be held on September 17, 2008 at 2:00
pm, September 24, 2008 at 12:30 pm and October 10, 2008 at 2:00 pm (All
EST). Entrants may also find it beneficial to view past Effie-winning cases
for inspiration (over 60 of this year’s Effie winning cases are now
available for download at Effie.org/ideas_that_work).
“The best Effie entries are the cases that tell a story, a story with
results,” said Carl Johnson, President of the Effie Worldwide Board of
Directors and Co-Founder of Anomaly Mary Lee Keane, President, Effie
Worldwide, Inc. “Simply pasting data into the entry form isn’t going to win
an Effie. Effie winners are about great ideas and how they were brought to
life.”
Three new Special Awards have been instituted for the 2009 Effie Awards.
“The Brand Experience” category is designed to show how advertisers are
reaching out to their audiences beyond “traditional methods” to establish
meaningful relationships, memorable engaging experiences, and unique
connections with their brands. This category is not for efforts that
focused on TV, print or radio.
The “Influencers” category spotlights efforts that took on the challenge to
identify the ultimate influencers and turn them into brand enthusiasts.
The “Boomer+” award will honor marketing communications that have proven
effective in genuinely reaching the 50+ community, or a subset of that
community. The Boomer+ award is sponsored by AARP.
The on-time entry date for the 2009 Effie Competition is 3pm EST, October
15, 2008, with extension provisions up until November 5, 2008. For more
information on how to enter the 2009 Effie Awards, visit www.effie.org
http://www.effie.org or contact the Effie Worldwide headquarters at
212-687-3280 ext. 225.
About the Effie Awards
The Effie Awards honor the most significant achievement in marketing
communications: ideas that work. Known by advertisers and agencies
globally as the pre-eminent award in the industry, the Effies recognize any
and all forms of marketing communication that contribute to a brand's
success. Any marketing medium is eligible for an Effie, as long as results
are proven, including Print, TV, Radio, Outdoor, Internet, Guerrilla,
Digital, Package Design, Events, Street Teams, PR, Paid or Unpaid Media.
Since 1968, winning an Effie has become a global symbol of achievement.
Today, Effie celebrates effectiveness worldwide with the annual World Effie
Festival, the Global Effie, the EURO Effie, Effie Asia Pacific (Effie APAC)
and more than 35 national Effie programs. For more details, visit effie.org.
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The
Association of Travel Marketing Executives (ATME) is
a 28 year old professional association made up of senior level
travel industry marketers representing all segments including:
airlines,
hotels and resorts, cruise lines, tour operators, online travel,
international tourist offices, CVB's, state and local tourism
offices, car rental companies, technology providers, etc.
ATME is the only worldwide organization of its kind to provide members with an
ongoing forum for the exchange of creative ideas and effective marketing solutions.
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