A Guest Editor, Poll, Contest, Timeline and Calculator Add Heft to Neal Winners

“Designing for those who aren’t typically considered.” What a great quote by Alda Ly in the Neal-Award winning issue of ARCHITECT Magazine, guest edited by Architecture 2030. Going over some of the Neal Award winners I found replicable examples of design, wordplay, social media, polls, partners and contests. Check them out below.

Audience polls, a non-profit organization as a guest editor, floating graphics, a reader photo contest, a ghost kitchen calculator and a timelined story are just some of the successful ideas used by the Neal Award winners highlighted below. There’s a reason that winning a Neal Award is such a prestigious honor—the work truly stands out.

Here are some replicable ideas that 2021 Neal Award winners demonstrate:

Find special partners and highlight diversity. Zonda Media’s ARCHITECT Magazine won for Best Single Issue of a Tabloid/Newspaper/Magazine for The Carbon Issue (pictured above) – guest edited by Architecture 2030, “a non-profit, non-partisan and independent organization established in 2002 in response to the ongoing climate emergency.” Here’s the lead-off: “This special issue of ARCHITECT… is meant to help architects get CO2 out of their systems, for the health, safety, and welfare of us all.” What a great idea to partner with a non-profit! It gives the issue more heft and another vehicle to amplify its profile. I especially like the Next Progressives Q&A where they spotlight Alda Ly Architecture. “What led to the founding of the firm: I’m a woman of color working in a field traditionally dominated by men. Initially, this launched me on a path designing for women, but it quickly morphed into designing for those who aren’t typically considered.”

Do a summer social media campaign. Advertising Specialty Institute won for Best Use of Social Media for its #PromoInTheWild campaign. They asked industry members to be on the lookout for logoed products, tag a photo of it with #PromoInTheWild and share it to ASI’s online platforms. Four people were awarded $25 gift certificates for their posts. “The campaign generated tens of thousands of positive impressions on social media and even helped some promo newcomers get a better sense of the scope of the industry,” ASI wrote. Said Tim Andrews, ASI president and CEO: “One of the best ways to convince people of the power and reach of our industry’s affordable, effective products is to showcase them wherever and whenever we can. A summertime social media campaign is a perfect way to celebrate our industry when we need it most.”

Augment a major story – part 1. SHRM won for Best Instructional Content for a comprehensive story titled How Should HR Handle Political Discussions at Work. “It was just a picture, and it was in an employee’s cubicle,” the story by Susan Milligan begins. About a third of the way through the article refers to a “SHRM poll conducted last October [that] found that 42% of employees have had a ‘political disagreement’ at work, and 12% have experienced political affiliation bias.” The link led to an 11-page, beautifully designed pdf with results from that poll. We learn that “over half of working Americans say politics and the discussion of political issues have become more common in the last four years.” Between the poll, excellent pull quotes and fun wordings—“While HR can hardly have Aretha Franklin’s iconic song ‘Respect’ playing on a loop, there are some actions HR and legal experts advise”—it’s a valuable story for members, especially in this day and age.

Augment a major story – part 2. Winsight won in Best Subject-Related Package for Making Sense of Evolving Kitchens. As you progress through the story, you get links to other stories that delve further, such as: How Small Chains Are Growing With Ghost Kitchens; The Kitchen as Filming Studio; and COVID-19 Clears a Path for More Restaurant Robots. I also encourage you to check out the digital design—graphics and photos float in as you scroll, video and pull quotes pop up. It’s a fun and informational read.

Provide tools/new ideas for our audience – part 1. Industry Dive’s Restaurant Dive won for Best Series for six articles with the first story titled, Mapping the Rise of Ghost Kitchens. (Who knew ghost kitchens were such a thing?) “Dark. Ghost. Host. These are just a few of the names for the budding restaurant segment rising from the economic upheaval of the novel coronavirus pandemic,” it begins. Not only do they go in-depth, but they also created a “ghost kitchen calculator to help operators assess the financial profile and determine profitability of a ghost kitchen before developing their own concept.” Talk about meeting audience needs. Think about what value-add you can give to an article you’re doing.

Provide tools/new ideas for our audience – part 2. For Best Profile, American Chemical Society’s Chemical & Engineering News won for a wonderful profile titled A Day With Jennifer Doudna: Trying to Keep Up With One of the World’s Most Sought-After Scientists. It chronicles the day she spoke at the University of California, Berkeley campus. “It’s clear that being considered the Beyoncé of science has reshaped Doudna’s life. But has it reshaped how she views herself?” The article leads to a sidebar story titled Jennifer Doudna’s Tips for New Entrepreneurs. One story presents the person, and the second presents how to help their audience succeed. The main story is written as a timeline of her day. This would also work well as a video.

‘We Will Never Do a Virtual Event’ – Why Winsight Is Doubling Down on Sponsored Communities in 2021

Events are big business for Winsight, which pre-COVID 19 produced nearly 50 trade shows and conferences (including the 40,000-person National Restaurant Association Show).

However, unlike many of its peers in B2B media, Winsight has not jumped on the virtual event bandwagon. “We will never do a virtual event,” says Amanda Buehner, Executive Vice President of Convenience Media and Events. “They don’t work. In our space, we have restaurant owners and operators who can’t spend a couple hours away from their jobs. Webinar attendance and engagement were going down even before the pandemic. We knew we needed to do something different.”

Instead, Winsight is focused on producing online communities offering participants unique content and interaction and sponsors direct contact with highly qualified prospects.

Last year, Winsight tested the model with the launch of three online groups (Outlook Leadership, Restaurant Technology and Restaurant Recovery) and last week announced the upcoming debuts of three more, including Restaurant Community (which goes live Jan. 28), CRU Community (which builds off Winsight’s Convenience Retail University conference and launches Feb. 23) and FSD Community (which serves food service directors and launches March 23). A fourth, FSTEC, will roll out this summer.

Each community is built around three pillars—community, content, connection. “The community part is about the audience,” says Buehner. “Our live events can draw a couple hundred to several thousand attendees. With a virtual platform, we can reach more than that and knew we wanted two-way discussions instead of webinars just speaking at you.”

Content, Connections and VIP Access

The communities produce new content each week that Buehner describes as “raw and real,” including “Talks from the Top” interviews with C-suite executives, Origin Stories on how industry figures got their start and By the Numbers, featuring industry metrics and analytics supplied by Winsight’s data and research arm, Technomic.

Within the communities, Winsight handpicks 20 VIP members to be part of Share Groups that have direct conversations around topics such as workforce, technology and more.

There is no fee for participants but members must provide registration information as well as answer drill-down questions on their qualifications, budget authority, need and timing. Each sponsor gets to meet these qualified retailers/operators one-to-one.

“If you can connect me, as a supplier, with people who are not only registered but also have the excitement, the need, the budget and the authority to purchase say, open air refrigerators for restaurants, that’s cool,” says Buehner.

Building Communities

The Communities are built on a proprietary platform that Winsight developed in-house that locks into a user’s single Winsight sign-on, while discussion boards run on Vanilla Forums.

Every week, a dedicated e-newsletter for each community targets between 40,000 and 80,000 uniques touting new content and upcoming programs.

“E-newsletters are the biggest push,” says Buehner. “We’re also doing social media for branding and air coverage and using every tactic possible within our own sites, including interstitials and chat bots. For Restaurant Community, we have more than 2 million impressions within the Winsight platforms and social media.”

Buehner expects thousands to register for Restaurant Community over the next few months. While the initial three communities launched last year had lower user targets (due to only being live for three months), each exceeded their goal, she adds.

Sponsorships and Sales-Qualified Leads

The communities are monetized exclusively via sponsorships, which command between $7,500 and $50,000 and offer three components:

  • One-to-one meetings with qualified buyers. “Every one of our sponsors can join a Share Group, listen and learn, and have one-to-one meetings with qualified buyers,” says Buehner. “We are giving our sponsors the opportunity to engage with sales-qualified leads—to date we have only seen marketing-qualified leads.”
  • Speaking opportunities, ranging from leading educational sessions to aligning with thought leadership by introducing CEO speakers.
  • Air coverage (branding) that includes the sponsor’s logo in the weekly e-newsletter, logos within the communities, the chance to include branded collateral in sample boxes sent to the members of each Share Group and dedicated microsites. “Notice we are not using the term ‘virtual booth’ – that doesn’t work,” says Buehner. “We have heard so many key sponsors say, ‘I don’t want to talk about a virtual booth.’ People purchase through the meetings we concierge for them.”

Retraining Events Staff for New Roles

While most event professionals lucky enough to retain their jobs pivoted to producing virtual events last year, Winsight retrained its events teams to produce communities.

“This is all-hands-on-deck,” says Buehner. “We told people across the company that we needed between 20 percent and 80 percent of their time to get this up and running.  We all learned new jobs in the last six months–marketing teams that were doing live events previously are now doing communities. We had to retrain our sales team to sell communities and convey value.”

Fifteen different areas within Winsight collaborate on the communities, including Content, which manages speaker topics and recruitment; Platforms, which vet the technology and manage logins and registration; Sponsor Relations, an existing team that now pivoted to selling community sponsorships rather than booths; Editorial, which runs discussion boards and moderation; and Recruiting, an essential component of building and maintaining the communities.

“You can put out two million impressions promoting these communities but it’s those personal relationships that get these owners and operators to register,” says Buehner. “We have a whole team that’s constantly sharing the story of the value of our communities.”

When Events Return

With most of the industry hopeful for the return of live events in the second half of 2021 (Informa recently saw a stock jump when it announced plans to resume live events in the U.S. in June), digital communities will continue to play a major role going forward, according to Buehner.

“This is another touch point for our audience and sponsors,” she adds. “We will continue the communities since not everyone can attend every live event, but they can always make it to a community. For sponsors, this is a great complement to our live event—they can meet with potential partners then see them at the live event. We set goals internally for these communities and three weeks into 2021, we’re halfway there already.”