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The Challenge
New Zealand has a relatively modest voice in Asia Pacific. Despite its proud history, its great natural and cultural assets,
political accountability and corporate governance, it is not yet
a "must be" business destination.
Of course the competition is huge with similarly advanced nations like Australia just across the Tasman sea and emerging
China and India dominating the larger region.
But the success factors are there; in food and beverage, health technologies, export education, marine and creative services
among others.
Aucklanders
and New Zealanders are renowned for being inventive and entrepreneurial. However, in order to drive
prosperity, it is recognised
that New Zealand must develop an innovation‐driven economy, producing high‐value
differentiated exports. Auckland’s scale means it is the only city in New Zealand that can lead this change.
It is time to show that Auckland is a business driver, with a stake in the future. That it is there to shape innovation and drive it.
Hosting
The Economist Innovation Race
is the chance to start the conversation and drive attention to the true story of
Auckland. This is initiative will help Auckland to strengthen its brand and global position in FDI, lift the region's economic well‐
being, and support and enhance the ability of the region to compete internationally.
Auckland & Innovation
Background
Innovation. A topic much covered and talked about. The Economist puts its stamp on the Innovation discussion and aims to
challenge the way we view innovation and to debunk the myths. Through a holistic, integrated programme, centered around
compelling content, we delve deep into the debate.
What is innovation? How should innovation be measured? What should be the government’s role in innovation? What makes
a nation, company and person innovative? Can Asia Pacific win the global innovation race?
This special programme
brings together leading minds
to engage in lively debate, explore the future of global innovation, the
role of governments, corporations and individuals as drivers of innovation. Guided by award‐winning senior correspondent
and China Business & Finance Editor for The Economist, Vijay V. Vaitheeswaran, an authority on innovation, the programme
is
a major contribution to this vital theme.
With the support of Auckland Tourism, Events and Economic Development (ATEED) and a number of corporate co‐
sponsors the Economist will launch a year long programme
of research, media and event activity centered around a
flagship event— The Economist Innovation Summit—to be hosted in Auckland, New Zealand.
Innovation. Debunking the Myths
The Economist and Innovation
Click on the image above to watch the video on The Economist
and
innovation
The leading source of analysis on international business and world affairs. Independent, Objective, Insightful, Credible, Global
InnovativePioneers, catalysts and builders of new ideas
Global OutlookEnjoy exploring the world
InfluencersThey love sharing ideas and discoveries
Thought leadersViews and opinions are valued
Open mindedDelight in the new, surprising and unorthodox
Influential Audience
The Economist GroupEngagement Approach
2. DISTRIBUTE INTELLIGENTLY
The Economist Platforms (print, online, digital)
SHARE
3. CREATE A DIALOGUE
The Economist Events &
Conferences, Online
ENGAGE
1. CREATE ENGAGING CONTENT
EIU, Thought Leadership
CREATE
4. EXPAND THE CONVERSATION
Social Media
AMPLIFY
Innovation Programme Recommendations
Earned Media: PR CoverageEarned Media: PR Coverage
Print:
Advertorials,
Advertising
Online:
Hub, Rich
Media Ads
Digital:Special
Editions,
Advertising
Thought
Leadership:
White Papers,
Surveys, Debates
Virtual Events,
Innovation Summit
Social: Social Media
Campaign
PR: Media
Coverage
Our approach
It sounds simple. And done properly, it works, brilliantly.
The messageIs it relevant, new and interesting? And do the audience believe
you when you tell it – or are they suspicious of your motives.
A message too close to your direct interests will lack credibility. So content matters.
The placeContext is important. Putting your message where people are able
and willing to consume it – to engage with you – will
maximise
your chances of success.
The audienceUnderstanding who you need to reach and engaging with them with material they – not you – find interesting and useful
drives home the message that you want to be relevant. An audience has to be developed over a period, which means building
a relationship with a series of engagement activities.
So we have prepared a programme
which will put the right message in the right place to the right audience. We start with an
introduction to the themes of the year, and then continue with publishing, competitions, crowd sourcing and other activities
to nurture the audience before we come to the highlight of the programme
–
The Economist Innovation Summit, to be held
in Auckland in March 2014, with host sponsor ATEED alongside key
sponsors from the private sector. And to push the
message across the year, we use the platforms of The Economist to advertise and engage. Join us on a journey through your
programme.
The right message in the right place to the right audience.
Video introductionEssays
Video summaries
Start theglobal conversation
ATEED Innovation Campaign FlowInvite attention Economist Innovation
Summit
Deep dive on the themesand engagement driver
GlobalThe Economist
ContentContext
Audience
The EconomistPrint, online, social mediaVirtual Event
ATEED channels
The EconomistATEED
Virtual Event
3 * survey & white paperSept, Dec,
March release
The EconomistBusiness, academia,
Governments,Entrepreneursinnovators
Crowd Sourcing Competition
Innovation Challenge
January 2014
The EconomistPartner MediaSocial MediaUniversity/ Grad Schools
The EconomistBusiness, academia,
Governments,Entrepreneursinnovators
Launch ‐
April
2013 Push ‐
May
2013 Develop and engage –
June 2013 ‐
January 2014The Summit
The Economist Innovation Summit
Host Sponsor ATEEDAuckland, March 2014
1.5 days
Core audience300 C suite invited by
The Economist50% from overseas
Capacity for extension with ATEED up to 1,500
& broadcast to the world
Content Plan Overview
Thought Leadership
Crowd Sourcing
White Papers
Indices
Surveys
Articles
Thought
Leadership
Plan
To provide a fresh perspective on innovation
and cover a broad range of topics that creates
new insights, a multi‐dimensional thought
leadership plan will be employed.
We aim to uncover deep insights, publish
compelling finding and serve up provocative
subject matter.
Thought Leadership
Essay collection (1): April 2013
Asia Pacific’s role in the global innovation race
A collection of six essays from leading thinkers on innovation, with an
introductory chapter from Vijay Vaitheeswaran, Economist China business and finance editor who is a recognized expert on
the topic (see bio below). The collection would cover a wide range of topics, which could include the following:
–
Debunking the myths‐‐what does innovation really mean?–
Can innovation be governed? How do governments need to change their thinking?–
Hype, hope and reality: The facts about Asia Pacific engineering
talent, Chinese innovative capability and myopia in Silicon
Valley–
Empires vs
entrepreneurs: Who will be the key innovators in Asia Pacific?
Potential contributorsIntroductory essay
Vijay Vaitheeswaran, Economist China business and finance editor and author of Need, Speed and Greed: How the New Rules
of Innovation Can Transform Businesses, Propel Nations to Greatness, and Tame the World's Most Wicked Problems.
http://www.economist.com/mediadirectory/vijay‐vaitheeswaran
Vivek
Wadhwa, Vice President of Academics and Innovation at Singularity University; Fellow, Arthur & Toni Rembe
Rock
Center for Corporate Governance, Stanford University; Director of Research at the Center for Entrepreneurship and
Research Commercialization at the Pratt School of Engineering,
Duke University; and distinguished visiting scholar, Halle
Institute of Global Learning, Emory University. www.wadhwa.com
Compelling Content: Innovation ‐
debunking the myths
Thought Leadership
Duncan Clark, Chairman of BDA China, a leading investment advisory and strategy consultancy based in Beijing. Duncan is a
recognized expert on the internet, e‐commerce and telecom sectors in China. In 2010 he was invited by
SPRIE, Stanford
University as a Special Advisor for China 2.0 Project focusing on innovation and entrepreneurship in China's internet and e‐
commerce sectors. www. http://sprie.gsb.stanford.edu/people/duncan_clark/
Video interviews (x4)In addition to the essays will compiled into a white paper. In addition, we will conduct video interviews with 4 of the essay
contributors. Edited down 2‐3 minutes per contributor these allow give a snap‐shot/ summary of the main ideas contained in
the essays.
Format:
opener an closer co‐branded, for use on the content hub, client website and in social medial.
Compelling Content: Innovation ‐
debunking the myths
Research (3): September 2013, December 2013, March 2014
1.White paper: Entrepreneurs: How to attract them, and help them grow,
Sept 2013
The ability to attract, or retain and foster, talent is the single most important factor in developing successful
innovation‐led economies. Enlightened governments (national and increasingly municipal) are working on
policies aimed at improving their attractiveness to the entrepreneurial class. At the same time, this class—pulled
by economic opportunity and pushed by restrictive policies in some markets such as the United States—is
increasingly globally minded.
But ‘entrepreneur’
is a broad term, and not all entrepreneurs will be attracted by
the same factors. For example,
the new life sciences PhD returning to Asia from the United States will have a different perspective than the mid‐
40s tech or healthcare executive who has decided to launch a start‐up in an area he feels his former
multinational employer has ignored.
We propose to explore this issue by surveying a range of entrepreneurs (actual and potential) on their views on
where to locate their business.
Survey demographicNumber: 500, Geography: Global
The exact survey demographic will be determined through further research but we envisage using a variety of
sources to attract entrepreneurs to the survey. This could include a partnership with entrepreneur organizations
such as The Indus Entrepreneurs, graduate schools at leading universities and social media communities.
Thought Leadership
Compelling Content: Innovation ‐
debunking the myths
2. White paper: The changing role of the CEO in the innovation processOne of the greatest challenges facing companies globally is how to encourage innovation. Leadership is undoubtedly
a key factor in solving this dilemma. But leadership of what kind? Companies appointing Chief Innovation Officers
have found them to be often ineffective. Indeed, a consensus is forming, at least amongst management consultants,
that it is the CEO who needs to lead the charge. But are CEOs really doing so, and if so, how? We will survey
companies to find out.
Survey demographic:Number:
Minimum 300 responsesGeography:
GlobalJob title:
50% C‐level; 50% senior executive (director and above)Job functions:
Range of functionsIndustry:
Range of industriesCompany size:
Minimum 150 from firms with US$500m or more in global annual revenue
–
3. White paper: Learning to learn from failureAccepting failure as a valuable part of the learning process is a critical step in the creation of an innovative culture.
This is difficult for companies the world over, and especially for large companies where politics and processes can
take priority over nurturing of and experimentation with new ideas. How are companies dealing with this issue? We
will survey them to find out, and present the findings in a white paper.
Survey demographics:Number:
Minimum 300 responsesGeography:
GlobalJob title:
50% C‐level; 50% senior executive (director and above)Job functions:
Range of functionsIndustry:
Range of industriesCompany size:
Minimum 150 from firms with US$500m or more in global annual revenue
Thought Leadership
Compelling Content: Innovation ‐
debunking the myths
The white papers, each about 7,000 words, will combine analysis of
the survey results, 15‐20 in‐depth interviews and desk research .
An experienced business writer will work with a senior editor from
the Economist Intelligence Unit to synthesise the interview findings
and survey results into a stimulating white paper.
There will be a brief review process in which the sponsors will be
able to comment on the draft. White papers typically take 90
calendar days to complete
Thought Leadership
Compelling Content: Innovation ‐
debunking the myths
Thought Leadership
Crowd sourcing contest (1):
May 2013Wanted: A new way to measure innovation–
Numerous attempts have been made (including by this company) to measure the innovativeness of countries.
Efforts, typically in the form of country‐ranking indices, focus on metrics like R&D spending, patents filed and
number of engineering graduates. We believe that these metrics may miss the point. Innovation is about creating
value—for companies, shareholders, customers—and the consumption of this value—how quickly ideas are
adopted, or discarded. Could we measure this creation of value and consumption of innovation? We will work
with suitable specialist social media such as www.quora.com
which have wide user bases and possibly universities
to ask innovators to design an index that measures the innovativeness of countries based on this definition.
–
Entries will also be solicited by via more mainstream social media as well as advertising to The Economist Group
audience.
–
A cash prize and the opportunity to present the model at the Summit will be awarded to the winner, to be judged
by a panel that includes experts from The Economist and Economist Intelligence Unit. The results will be unveiled
in Sept 2013
.
Compelling Content: Innovation ‐
debunking the myths
Events & Conferences
Events Plan Overview
Virtual Events
Competition
Innovation Summit
Events Plan
To further engage audiences with the content
and encourage dialogue, we will host a series of
virtual and live events.
These events aim to delve deeper, engage in
conversation and provide the forum for
animated debates.
Feeding off the original Thought Leadership
research, and with the editorial input of our
team, the events will provide a series of reach‐
out focal points to illuminate the whole
Innovation programme.
Events & Conferences
The Economist brand is synonymous with stimulating debate and convening discussion on the most
current ideas and issues. We do that in the magazine, in the digital space, and through
live events.
Events & Conferences
Virtual Events
A series of live online events featuring
leading thinkers will spark discussion
and bring attention to the key
themes.
Each one‐hour discussion is
moderated by an Economist editor
and streamed to a global online
audience. Viewers contribute via
online polling and remote
participation.
Extensive marketing and social media
engage participants in the lead‐up.
Online registration captures
participant data.
Events & Conferences
Virtual Events ‐
themes
April 2013Debunking the innovation myth
The initiative is kicked off with a discussion
that addresses the overarching theme:•What is innovation?•How is it defined? Measured? Valued?•What is government’s role?•Can Asia Pacific win the innovation race?
This provocative debate challenges
conventional wisdom on how innovation
is defined and sets the scene for year‐
round discussions
October 2013Changing role of the CEO
This second discussion explores how
companies encourage innovation:•What kind of leadership is required?•Are companies with a Chief Innovation
Officer more or less innovative?•How important is failure for innovation to
succeed?•Are there key differences for CEOs in Asia
Pacific vs
the rest of the world?
LIVE SPEAKERS, ONLINE AUDIENCE
We will use the highly engaging WaveCast
platform to run the virtual events,
bringing together executives across Asia and globally for a 60‐minute
discussion by experts on the issues surrounding the research.
The EIU will research and convene a panel of experts and opinion
leaders on
the topic—from business, government, academia/think‐tank
Event platform will carry ATEED brand (and supporting brands from corporate
co‐sponsors) and will remain online for future download for specified time.
After the event is complete, we will provide you with live traffic and
downloaded viewing figures.
4‐week marketing campaign includes:‐ Data capture ask all viewers to register before watching‐
3 Targeted eDMs‐
Promotion in EIU client newsletters‐
Geo‐targeted online ads‐
Social media call‐outs‐
Print and digital edition ad
Estimated number of virtual attendees: 500+ per event (includes both live and post‐event download)
Virtual Events
Events & Conferences
Delivers a truly immersive experience
The virtual event will run
with a wide array of
supporting information,
such as relevant rich
media—info‐graphics
images, polls
Content is contained in a
sophisticated cross‐
platform browser
available wherever the
audience is.
Virtual Events
Events & Conferences
Events & Conferences
Innovation Challenge
January 2014Calling all innovative ideas
The Economist
invites readers and the intellectually curious across the globe
to
submit their ideas around innovation that will create value: for individuals, for
business, for society. These could include a new approach to policy‐making, a
new business model or a breakthrough idea around a major global challenge.
The Innovation Challenge is promoted leveraging Economist Group platforms—
including ads, electronic direct mail, web banners and social media. Participants
are invited to submit their ideas via video which will be posted
on the Innovation
hub and shared across social platforms. Ideas are short‐listed and winners are
invited to participate in The Economist Innovation Summit
in Auckland.
8‐10 week marketing campaign includes:‐ Dedicated webpage featuring short‐listed ideas‐
Inclusion in eDMs
as part of event marketing campaign
‐
Promoted across The Economist Group online and social media platforms
Events & Conferences
(end of) March 2014Innovation Summit
( 1.5 day event) Five‐star venue, Auckland
The year‐long programme
culminates in a major event that
brings together leading minds in the innovation space—from
across the region and around the world
This 1.5 day event features debates, panel discussions, TED‐
style talks, interviews and break‐out sessions.
The commitment ‐
Core audience 300 C‐suite executives and
direct reports
and opinion leaders; minimum 50% from
overseas
with outreach to a much wider community of
stakeholders via live‐streaming of content and social media.
This is our commitment.
In addition
‐
we will attempt to attract another 200 senior
business leaders
and thinkers to the Summit by working
closely with our corporate co‐sponsors, and relations with
leading think‐tanks, academic institutions.
Topics for discussion:
•
Megachange: The world in 2050•
The world turned upside down—innovation in
reverse•
Cultural phenomenon: Building a disruptive
corporation•
The end of Cheap China: innovation in
manufacturing•
Disruptive innovation 2.0•
Debate: Asia Pacific is winning the innovation
race?
Innovation Summit—flagship event hosted in Auckland
Events & Conferences
(end of) March 2014Innovation Summit
(afternoon of day 2) Amphitheatre, Auckland
The event expands to include a wide‐scale audience of up
to 1,500 from across New Zealand. Participants from the
Innovation Summit are joined by local business leaders,
government officials, representatives from academia,
think‐tanks, NGOs and students—invited by ATEED—for
an afternoon presentation.*
The Economist
invites 2‐3 leading global figures will
deliver engaging, inspiring and forward‐looking talks on
their views around innovation.
Chaired by The Economist’s
Vijay Vaitheeswaran, the
event is a highlight of Auckland’s Innovation Festival.
*ATEED to invite/secure additionalaudience and host/fund event
Innovation Summit—flagship event hosted in Auckland
Speakers at recent Economist Group events
Events & Conferences
Jeffrey ImmeltCEO, General Electric
Sir Marin SorrellPresident, WPP
Francis Yeoh
Sock Ping
Managing Director, YTL Corporation
Robert Zoellick
President, World Bank
Enric
Sala
Explorer‐in‐Residence, National
Geographic Society
Philip CarmichaelPresident, Asia‐Pacific, Haier
Group
David BrennonCEO AstraZenaca
William Meaney
Chief Executive Officer, The Zuellig
Group
Ho Kwon Ping
Executive Chairman, Banyan Tree Holdings
Jim Rogers
Chairman, Rogers Holdings
Ratan
TataChairman, Tata Group
Dominic BartonPresident, McKinsey & Co
Events & Conferences
Economist Events and Quality Audiences
Typical delegate profile at an Economist EventTarget delegate profile
‐Minimum 50% from overseas
‐
At least 70% C‐level and direct reports with remainder
academics, government officials, representatives from
leading think‐tanks, NGOs, economists
‐Mix of Asian and global multinational companies
‐ Example lists of participants of prior events in Appendix 1
Chairman/President/C-Level Management/Chief Representative
21%
Vice President/Director/Head
35%
Managing Director/General Manager
13%
Government official/Ambassador
10%
Adviser/Consultant/Economist/Specialist
10%
Manager5%
Professor/Dean/Academia6%
Events & Conferences
Carrier sheets for subscriber copies of The Economist
Print advertisements in The Economist
DM brochures to readers of The Economist
Dedicated web presence for the event
Extensive eDM campaign
Bound card inserted in copies of The Economist
Examples of promotional tools we will leverage in support of the
Innovation Summit—all
would carry the ATEED brand alongside corporate co‐sponsors
Innovation Summit—flagship event hosted in Auckland
Select sessions from the Innovation Summit will be
streamed live for viewers
worldwide
FormatThe live stream allows non‐event participants to view the discussiononline as it happens or download at a later date.
Interactive functionality enhances the experience so live viewers will be able to:‐
comment live on the session and respond to each other‐
pose questions to the speakers/participants
4 week marketing campaign includes:‐ Data capture ask all viewers to register before watching‐ Dedicated web page featuring ATEED branding ‐ eDMs, influencer outreach, speaker engagement and PR‐ Promoted across The Economist Group social media platforms
Events & Conferences
Innovation Summit—flagship event hosted in Auckland
Events & Conferences
Innovation Summit—Building Audience and Attention
150 guaranteedFrom overseas invited by Economist Conferences
C suite
150 respondents from international and domestic marketing arranged by Economist Conferences
200 from co‐sponsors, governments, academia,Opinion leaders, innovation think tanks, NGOs,
Business schools etc
1000 from NZ Innovation festival
Global Media through Satellite Media Tour and DNA platform
Open to the world via streaming
500:
Projected
number of attendees
Innovation Summit
Events & Conferences
Sponsorship benefits ‐
Innovation Summit
• Branded as ‘host sponsor’
on all marketing materials, alongside other
corporate sponsors. (Host sponsor is our top level designation).• Extensive marketing campaign leveraging Economist Group channels,
including advertising (print + digital), online, electronic direct mail, social
media, custom invitations and public relations• Tie up with relevant
partners
(broadcast, print, online, academic, social) to
extend reach
of marketing campaign• Pre and post‐event engagement
with audience through online discussion
boards, social media surveys, content sharing and video links• Live streaming
and blogging
from event take the content global• 30 seats to the event
for senior executives, officials, relations • Suggested:
event opening or closing remarks
by Prime Minister, John Key• Co‐host
alongside The Economist of
VIP speaker’s dinner
to which all event
speakers will be invited –
approx 30‐40 pax. 5‐min opening welcome remarks,
4 complimentary seats• A dedicated exhibit area
to showcase and distribute sponsor marketing
material
Innovation Summit—flagship event hosted in Auckland
EARNED MEDIA
Events & Conferences
Media Coverage
In order to maximise
the PR benefits of the Innovation in Asia
programme, our in‐house amplification agency (TVC Group) will create a
television, radio, print, internet and social media campaign designed to
capture global coverage.
TVC’s
award winning content distribution portal (Digital News Agency)
with 17,000+ registered media users will be leveraged to supply
broadcast and print quality content to the world’s media
The centre‐piece of the campaign will be to create live broadcast
moments through a satellite media tour (SMT) on or around the
Innovation Summit.
Vijay accompanied by a senior New Zealand government representative
(preferably Prime Minister John Key) will conduct live or pre‐recorded
down‐the‐line interviews with global broadcasters. TVC will work
alongside your marketing or PR team to help identify and develop
news
angles, and to manage the SMT schedule to reach a broad mix of
broadcasters, such as the BBC, CNN, ABC, CBS and many others.
Marketing Campaign
Digital
On‐site Branding
Social Media PR
Direct Mail
Online Ads
Print Ads
EVENTS
Digital
PR Social Media
Print Advertorials
Online
THOUGHTLEADERSHIP
To promote the Innovation programme, all Thought Leadership research and Events will be supported by a full scale integrated advertising campaign
As noted; complimentary print / digital and online advertising executions will drive awareness and solicit participation in events
throughout the year. These ads will carry the ATEED brand alongisde
corporate co‐sponsors
In order to link the content generated through the programme
to ATEED’s
core messaging around the Auckland’s innovation
credentials and opportunities in the city and New Zealand by extension we suggest the following additional print executions:
Advertorials in the WW edition of the Economist:2 x designed to promote the results of whitepapers (including ATEED perspective box) 2 x brand advertorials that summarize Auckland’s credentials in innovation and its vision for the future
Worldwide weekly circulation: 1,587,010 copies
(Audit Bureau Circulation Jul‐Dec 2011)Readership: 5,554,535
Marketing Campaign
Marketing Campaign
Example of advertorial designed to promote Sponsor as
an investment destination (sponsor responsible for
content)
Example of advertorial designed to promote the results
of whitepaper (written by EIU), including sponsor
perspective box (written by sponsor)
Online
Branded Content Hub–
A special branded content online hub will be created to host all
the content and activity for the pgoramme.
–
This Innovation hub will feature:–
Thought Leadership content–
Event information –
Streaming event–
Promotions, contents –
Social media links –
Sharing and commenting functions–
Multi‐media formats i.e., video , audio, images, blogs,
articles
–
Traffic will be driven to the hub using a multi tab rich media ad
unit which will run on Economist.com. The rich media ad unit will
feature selected content from the hub to draw people in.
Marketing Campaign & Online Content
Worldwide’s monthly page views: 36 millionWorldwide’s monthly unique users: 7 million
Digital Edition
The future of publishing –
digital editions. Where readers are moving, and advertisers are acting alongsideprint.Replicates the lean‐back, immersive experience
that readers get in print.
Audience reach 34% iPad, 34% iPhone
and 31% Android
We will create content rich interactive ad units which will draw
attention to programme
and direct traffic to the Innovation Hub
Campaign: 8 x issues
Marketing CampaignMarketing Campaign & Digital Content
Engaged Readership 1,049,055 Global monthly active readers
Social Media Activation
A full scale campaign will be engaged to amplify the Innovation programme
across The Economist
Social network
–
The Economist: Facebook, Linked In, Twitter, Facebook
Asia Pacific–
EIU: Facebook, Linked In, Twitter, Weibo, YouTube–
Bespoke Innovation Facebook
and Twitter pages
Where appropriate, the sponsor’s social networks can be utilized–
The Economist: Facebook, Linked In, Twitter, etc.
Traffic drivers from across The Economist network will link audiences to the social channels
Amplification Campaign
Strategies:
Search
Deliverable:
Traffic to the Hub
Strategic Deliverable: Driving TrafficStrategic Deliverable: Driving Traffic
Advertising
Content seeding
Social media call‐outs
Eye‐catching title with the most commonly searched keywords
Meta description with keywords Link listing on other websites
Online banner on Economist.com Print ad with custom QR code Online banner on The Economist
Group’s newsletter
Content seeding to
other publishers’ website and relevant
communities
Promotion post on The Economist Group’s social channels
Paid keywords to improve search ranking
Advertising on social networking sites
Deliverable:
Activities on the hub
Strategic Deliverable: Deepening Engagement Strategic Deliverable: Deepening Engagement
Strategies:
Embedded social feeds
Incentivize and reward
Featuring relevant content
Reward participants with 3‐month
digital subscription of The
Economist
Regular updates on the
bespoke Facebook
page with
its feeds embedded on the
online hub
Relevant content featured on
the hub that deepens
audiences’
understanding of
Asian innovation
Strategic Deliverable: Amplifying MessagingStrategic Deliverable: Amplifying Messaging
Deliverable:
Number of people reached
Community activation
Social media plug‐ins
Strategies:
Content of the hub can be
shared across different
social channels
The activities of users
registered with their social
media profiles can be seen
on their profiles
The Economist Group can partner top
universities and key industry players across
Asia Pacific for cross‐promotion on social
media.
Social Media Activation
INNOVATION
17,000 fans
19,000 followers
13,500 followers
28,000 followers
12,600 video views
1,023,152 fans
1,852,699 followers
23,352 followers
Bespoke Programme
Channels
Social channels created specifically for the
campaign, if appropriate.
Video sharing sites
Social Media Channels
*The use of The Economist Group's social channels will be subject to editorial review and final approval.
To make it happen:
• A minimum of one and no more than 5
private sector (co) sponsor(s)• 100% editorial independence
on programme, content, speakers—in keeping with The
Economist’s
editorial guidelines• Programme
cannot directly promote interests of the host market• The Economist Innovation Summit will be the centerpiece of a the
Innovation Week organized
by ATEED. Innovation Summit participants can be invited to other Innovation Week activities
once they are registered (mention included in confirmation materials—registration to side
events to be handled by host)
Important notes
Branding ATEED vs. Corporate Sponsor
Deliverable/ ATEED CORPORATE
SPONSOR (S)
Thought leadership
Innovation essay collection ,White papers, Crowd sourcing contest Branded as “sponsor” Branded as “sponsor”
Events & Conferences
Virtual events, Innovation challenge, Innovation Summit & all marketing
in support of these events
Branded content hub, online ads
Branded as “host sponsor”
– top level designation –
premium logo size
Branded as “sponsor”
Print advertorials
Designed to promote results of white paper
Designed to promote ATEED, digital ads
sole brand – sponsor box
Sole brand
Not included
Not included
Branding and benefits
Program details subject to change and final edit approval. © The Economist Group 2012
Platinum level
Lead Sponsor•Thought Leadership:
Sponsor designation for all
Thought Leadership content (white papers,
surveys, crowd sourcing, etc.)
•Events:
Host sponsor designation and prominent
logo placement for all events and conferences, to
include all associated promotional material, PR,
event website, event signage. All access passes for
events (30),
•Online:
Host sponsor designation on programme
hub with premium advertising space allocation,
video and/or rich media ads
•Promotions:
Prominent logo placement on all
programme
related advertising (print, digital,
online) •Sponsor will receive a post campaign analysis to
include Thought Leadership reports, event
summaries and debrief, online traffic reports, press
clippings
*Exact timings subject to approval and revisions.
2013 2014
APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR
PROJECT
MANAGEMENT
Project
Kick‐OffPost Project
Review
PROGRAMME
THOUGHT
LEADERSHIP CONTENT
Innovation
Essay
collection
Crowd
sourcing
contest
White
PaperWhite Paper White Paper
EVENTS &
CONFERENCESVirtual
EventVirtual
EventChallenge
INNOVATION
SUMMIT
MARKETING
PRINT Advertorial Advertorial Advertorial Advertorial
ONLINE Online Hub & Interactive Programs , online advertising
DIGITAL Digital ad Digital ad Digital ad Digital ad Digital ad Digital ad Digital ad Digital ad
SOCIAL MEDIA On‐going with amplification intensified post research and pre events
PR On‐going with intense campaigns post research and pre events
Programme
Timeline
InvestmentENGAGEMENT ELEMENTS US$ NET
1. Thought leadership research
Essay Collection paper + 4 x 2‐3 edited video interviews
Crowd Sourcing on Innovation (EXCLUDES CASH PRIZE IF ANY)
White paper ‐
Entrepreneurs: How to attract them, and help them grow ‐
including global survey
White paper theme ‐
The changing role of the CEO in the innovation
process ‐
including global survey
White paper ‐
Learning to learn from failure ‐
including global survey
$ 600,000
2. Events
Virtual event ‐
Debunking the innovation myth
Virtual event ‐
Changing role of the CEO
Innovation Challenge
Innovation Summit – core of 300 pax
(50% from overseas) + additional 200
projected pax
through partners: total 500 pax
See Appendix II for travel & accommodation assumptions
Integrated marketing campaign includes separate promotion for each across
Economist Group channels, including print, digital, economist.com, electronic
direct mail, social media, PR
$ 2,500,000
Program details subject to change and final edit approval. © The Economist Group 2012
InvestmentENGAGEMENT ELEMENTS US$ NET
3.
Print advertorial features – 4 double page spread
Edition: Worldwide, includes a production$ 1,028,500
4. Digital – 8 x issues
Edition: Worldwide, includes production$ 356,632
5. Online – 8 million impressions
Geo‐target: Worldwide, includes production$ 280,000
6. PR
Bespoke Marketing and Social Campaign
Global Media Tour
Included
US$ 75,000
EXAMPLE INVESTMENT
‐31%
Total programme
$ 4,840,132
( $ 1,490,132 )
$ 3,350,000
Program details subject to change and final edit approval. © The Economist Group 2012
Appendix 2
Travel & accommodation assumptions
Flight Per pax (HK$) No of pax Total (HK$) Total (US$)
Hong Kong (E) $ 10,000.00 14 $ 140,000.00 $ 18,064.52
Singapore (E) $ 13,000.00 14 $ 182,000.00 $ 23,483.87
Taiwan (E) $ 12,000.00 14 $ 168,000.00 $ 21,677.42
Melbourne (E) $ 5,000.00 14 $ 70,000.00 $ 9,032.26
Sydney (E) $ 5,000.00 14 $ 70,000.00 $ 9,032.26
Bangkok (E) $ 9,000.00 14 $ 126,000.00 $ 16,258.06
Jakarta (E) $ 9,000.00 14 $ 126,000.00 $ 16,258.06
Japan (E) $ 19,000.00 14 $ 266,000.00 $ 34,322.58
South Korea (E) $ 15,000.00 14 $ 210,000.00 $ 27,096.77
Beijing/Shanghai (E) $ 16,500.00 14 $ 231,000.00 $ 29,806.45
UK (B) -LON $ 90,000.00 5 $ 450,000.00 $ 58,064.52
US (B) - DC $ 155,000.00 5 $ 775,000.00 $ 100,000.00
150 $ 363,096.77
Guest room Per pax (NZ$) No of night Total (NZ$) Total (US$)
Classic (120rms) $ 270.00 360 $ 97,200.00 $ 80,701.08
Executive (30rms) $ 320.00 90 $ 28,800.00 $ 23,911.43
150 Rooms 450 $ 104,612.51
Source: Ipsos
Economist Subscriber Study; MMR Doublebase
2010/2011 –based on C‐Suite audience
83% tend to take the lead in
decision‐
making
81% are good at persuading
people to see things from their point
of view
70% are considered experts in
their fields within their organizations
84% are involved or influence
a
community, club or group
75% make it a point of telling others
about a company if they are impressed
54% influence corporate strategy
Source: Ipsos
Economist Subscriber Study – data based on C‐Suite/Business decision maker/Board Member audience
Business Leaders Prefer Our Brand
Source: Mendelsohn
Doublebase
2010/2011 ‐
based on individuals with HHI 100K;+;
C‐Level or Upper Business Decision Makers based on C‐Suite. Board Members
or VP+ job titles with business purchase responsibilities; Influential/Opinion
leaders based on 4+ public activities; All stats have 50+ respondents;
Bloomberg Businessweek
is not measured
Opinion leader/Influential
(Index)
C‐Su
ite or U
pper Bus
ines
s Dec
ision Mak
ers (Com
p%)
Businessweek.com
The Economist/The Economist online
The Wall Street Journal/WSJ.com
Forbes/Forbes.com
Fortune /
CNNMoney.com Wired/Wired.com
C‐suite executive, senior managers and business decision makers who influence others turn to
The Economist
and The Economist online for insight and analysis they can’t find in other
publications or websites