Territorial Army.

Montpellier continued its rewarding and close PR relationship with the Army with the reinvigoration of the recruitment strategies of 3 of its Midlands Brigades. A fully integrated plan of action was deployed. Montpellier worked on creating a new PR campaign, designed and built a web portal and generated high profile media segments across the board both on national TV and Radio.

The original target of 350 new recruits across all three brigades was soundly beaten. All three brigades reported over subscription and extra trials had to be held whittle down the numbers.

Montpellier cemented its relationship with the TA with yet another display of understanding not only the workings of the TA, but also how to communicate with younger generations effectively.

Winning the battle for recruits

Challenge
The TA is widely recognised for its sophisticated marketing and ability to communicate effectively with its target audience, the British Army and Territorial Army (TA) needs to attract around 23,000 new recruits annually. These recruitment figures have to be achieved against an increasingly challenging backdrop: an unpopular war in Iraq; people being killed or coming back seriously injured from operations in Afghanistan and alleged suicides in training.

With more than one thousand careers across 140 different trades, the TA offers recruits a part-time opportunity away from a full-time career/studies. And with a national budget of £32 million (which incorporates above the line marketing), the TA is one of the most desirable portfolios among hothouse agencies.

Recognising that times have changed, the British Army and TA have recently relaunched as part of a seven figure rebrand. Under One Army Recruitment (OAR), the Army, both regular and territorial, now recruit under the same banner – an historic shift in direction aimed at matching recruits attributes against cap badge skills. More than a polished new logo, the rebrand is about cultural change and altering customers’ perceptions.

Against this the TA approached Montpellier PR with the mandate of reinvigorating its regional recruitment strategy across three key brigades.

• 143 West Midlands Brigade (Shropshire, Staffordshire, Herefordshire, Worcestershire 
   and West Midlands)
• 145 Brigade (Oxfordshire, Buckinghamshire, Berkshire and Hampshire)
• 49 East (East Midlands and East Anglia) 

Historically, TA recruitment would be centred round cap badges (individual units chasing individuals). Recruitment would take place over alternative weekends – a process that could take as long as 18 months before recruits were qualified. This drawn out process resulted in high drop out rates, as much as 65 per cent, the key reason given – lack of engagement.

Objectives  
• To create, design and implement a new regional recruitment campaign across
   three key brigades that addressed problematic recruitment issues
• To attract 350 new recruits aged between 17 – 25 divided as follows: 143 West
   Midlands Brigade – 150; 145 Brigade – 90; 49 East Brigade – 100 (this represents
   roughly 25 per cent of each regiment’s annual recruitment target
• To support internal and external communications
• To reinforce the Territorial Army’s brand offer as a stimulating, adventurous and
   remunerated part-time career
• To differentiate the Army’s offer from its competitors (other lifestyle clubs/sports
   organisations and hobbies)
• To generate concentrated public awareness over a short period
• To evaluate campaign success 

Solution
Montpellier conducted market benchmarking research, investigating best practice recruitment measures across the country, with particular focus on Scotland. It then drew up a six-month itinerary and action plan - culminating in the launch of a new fast-track training exercise to be branded as:

• 143 West Midlands Brigade: Midlands Challenge  
• 145 Brigade: Summer Challenge 
• 49 East: Challenge East

The start point was to create a brand identity for the programme which appealed to the target audience (students, employed and unemployed men and women aged 17-25). A PR strategy was formulated, creative deadlines set and literature agreed. Meanwhile market research undertaken vindicated Montpellier’s decision to create a web portal, which became the engine behind all the campaign’s communications. Importantly the portal facilitates e-marketing ensuring all hot prospects were captured and logged numerically.
                                                                                                
The recruitment campaigns, branded as the ‘Challenge/s’, would be a fast-track training programme aimed at producing qualified soldiers following a short but intensive six/seven week burst of training over the summer. These recruits would be fast-tracked at special training camps located at each of the three brigades. The event would be branded as an exciting and adventurous alternative to the summer where recruits would participate in a series of adventure sports and other activities whilst getting paid. 

The creative encapsulated the programme’s key strengths. The strapline, ‘Reveal your Potential’, was supported by strong visuals of an ordinary, every day man with more to offer life.   

Within three months, Montpellier had designed and launched a bespoke recruitment campaign across each brigade. Creating a new brand identity in line with the army’s new objectives for recruitment, Montpellier supported the campaign by delivering a clever marketing communications toolkit which channelled recruits’ enthusiasm. Data from hot prospects was captured and followed up within 48 hours. Colleges, FEs, universities and job centres were all targeted under the marketing programme.

Montpellier generated a series of high-profile media opportunities spanning across television (BBC Midlands Today), radio (BBC WM, BBC Coventry and Warwickshire as well as important FM stations), print (Express & Star, Coventry Telegraph, Tamworth Times) and online (BBC Where I live). In partnership with the Army, Montpellier broke down each region into key target areas and secured coverage as identified.

Using Montpellier’s software (Vocus), press releases were sent to 235 different media outlets across the region. Thirty five key media outlets, located in areas that were traditionally strong in terms of recruitment, were targeted for special attention. Montpellier established personal contact with the news journalists from these areas, which included the Shropshire Star and BBC WM, and a strong relationship between PR and reporter was built. Story ideas were fed to these reporters on a regular basis. This strategy produced outstanding results with focussed coverage across all publications. Aggregate media exposure by the industry’s recognised AEV has put coverage at £200,000.

Result
The ‘Challenge/s’ campaigns were an overwhelming success. Using a digital platform not only allowed Montpellier to effectively target its audience but also facilitated powerful analytical tools such as Google Analytics.

Moreover, the Army was so oversubscribed that it staged ‘tough’ pre-selection programmes to handpick the best candidates. In each brigade the Army’s recruitment target was met, and, in fact, over subscribed.

The Army’s decision to re-think its recruitment initiatives in terms of regional recruitment has allowed Montpellier to develop a modern, streamlined process which is better suited to modern life and better meets the needs of its target market. The ‘Challenge/s’ campaigns now have the potential to become the TA’s key strategic recruitment tool. The model established is now being considered by more brigades with the view of future organic growth in 2009 for Montpellier. 

Results table