Founded in Columbus, Ohio in 1947, Stanley Steemer has shown progressive growth over 60 years, highlighted by their first National Advertising campaign in 2000, and the introduction of the popular 1-800-STEEMER phone number and jingle in 2002. Stanley Steemer, the largest residential cleaning service in the US competes against other National/Regional brands including Sears, ZEROREZ®, COIT and SERVPRO. Stanley Steemer is the category leader in spending nationally as well (Source: Kantar) . But as we all know, being Goliath has it’s challenges. On a local level, Stanley Steemer also competes with a cast of thousand “Mom & Pop” local cleaning services across the country. And while Stanley Steemer has built high brand awareness, they tend to be a more expensive service operating in an intensely price- driven category. DINGY GROWTH IN TOUGH TIMES The economic recession in 2008 had a major impact on consumers and Americans cut back on their discretionary spending. Stanley Steemer experienced their first significant drop in sales. Sales fluxed through the next two years and were under goals in the first half of 2012 before the agency became AOR for media strategy/placement. A CLEAN SWEEP BECOMES NECESSARY Although Stanley Steemer outspent their immediate competitors nationally in 2012, this did not translate into positive sales growth over the course of the first half of the year.

SPOTLESS PLAN INVIGORATES BRAND MEDIA PLAN OF THE YEAR

STANLEY STEEMER: INTEGRATED CAMPAIGNS SPENDING $10 MILLION - $25 MILLION

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Full steam ahead

Steemer sales spike When WE add clicks to grps

The company needed to re-tool its marketing investments to re-gain their sales momentum. The agency recognized that awareness has never been a challenge for the brand, but Steemer’s marketing needed to motivate consumers to take an action.. Our objective was simple -- drive bookings to and grow sales across the system. Monthly YOY sales lifts would be the measurement of overall plan effectiveness. Performance driven channels were optimized on Cost Per Acquisition, with acquisition being defined as a booked cleaning appointment, either by phone, or on Stanley Steemer’s website. INSIGHTS MAKE MEDIA EXECUTIONS SPARKLE Stanley Steemer’s growth and awareness stemmed from heavy investments in TV over decades. Times change though and their customers’ media habits shifted with the increasing fractionalization of media available to them. The agency utilized proprietary media relevance tool to understand not only how current customers consumed media, but also which channels were most relevant to them when it came to making decisions about home cleaning services. We had to identify when and where our target consumer would give us permission to reach her. Tapping into Stanley Steemer’s database, our study learned valuable insights from key customer segments. This group, women aged 35-64, called “Home Proud”, still watched TV, but was most receptive to hearing about home cleaning services in News environments and crimetime primetime programs. They were also receptive while watching videos, using social networks, and consuming content online, as well as on her mobile phone.

permission

Year

YOY Change in

Revenue

2006 16.5%

2007 8.5%

2008 -6.8%

2009 -15.8%

2010 6.6%

2011 -1.5%

1st Half 2012 -4.7%

WHEN AND where We had to INDENTIFY

Our target would

Give US to reach her

OUR OBJECTIVE WAS SIMPLE --

DRIVE BOOKINGS

TV still represented a powerful tool for Stanley Steemer, but it needed to be planned and executed in a smarter, more targeted fashion. They were also missing an opportunity to engage customers in different media channels they used throughout the day. In short, Stanley Steemer had been selling vanilla ice cream for 60 years. It was time to add rocky road and praline crunch to the menu. The agency performed two additional analyses to determine if ROI could be increased under current spending circumstance: 1) We analyzed their spending by month relative to three years

monthly sales to determine if they were deploying dollars optimally. Our analysis revealed there were months during the year that were under/over-invested relative to the sales performance. We re-flighted their spending to align with sales and give them a year-round presence.

2) We also critiqued their past TV investments to understand

pricing, programming, network quality and spending by daypart, as well as by network. We concluded their they needed to streamline their spending on fewer networks to increase their presence and upgrade their programming selection.

EVOLVING AN ICONIC BRAND FOR A DIGITAL AGE We took 3 critical steps to enhance their mix: CAPITALIZE ON THE AGENCY’S DIGITAL LEADERSHIP Our proprietary study revealed that “Home Proud” was using digital channels to research cleaning services, compare pricing, and talk to friends for council and advice. Interestingly enough, their competitors were not utilizing digital channels in their marketing mix, creating a huge opportunity for Stanley Steemer. The agency created a powerful mix of display, mobile and social tactics to reach consumers online, and drive them to the Stanley Steemer website to book appointments. After adding digital elements to the mix, their website traffic is up +40% (Source: Stanley Steemer Int’l Inc.) and almost 38,000 booked appointments online have been attributed to our digital campaign (Source: MediaMind 3rd Party Conversion Reporting.)

PSYCHOGRAPHICS FUEL A TARGETED PLAN Another proprietary tool, which marries ratings with Steemers’ psychographic target profiles, allowed us to re-prioritize the balance between broadcast networks, identify a more targeted mix of cable network programs. Our TV analysis also highlighted a huge opportunity to build out a separate Direct Response TV Cable effort to generate efficient call volume to their call centers. The combination of these change made their overall TV buys smarter, more targeted, and efficient in reaching consumers. They resulted in over $1MM in value to Stanley Steemer CLEAN-UP FLIGHTING, ALIGN INVESTMENTS WITH SALES We re-flighted their investments using a pulsing strategy that provided them with year-round support and adjusted media pressure for seasonal sales peaks. This change ensured their would be national marketing support during times when there was little or no local marketing activity from their franchisees. Stanley Steemers’ previous national plans were focused heavily around key seasonal times of the year. MOPPING THE FLOOR WITH THE COMPETITION Having implemented our changes in October 2012, we incorporated small scale digital and direct response TV efforts prior to rolling them out on a larger scale. More than 28,000 booked appointments on Stanley Steemer’s website have been attributed to our digital efforts. And while there has been a cautious attitude about evolving a mix that has worked in the past, Stanley Steemer began to see positive YOY sales growth in October, and for every quarter since then.

MEDIA PLAN OF THE YEAR

STANLEY STEEMER: INTEGRATED CAMPAIGNS SPENDING $10 MILLION - $25 MILLION

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3

SPOTLESS PLAN INVIGORATES BRAND

THE FIRST 5 months

- Justin Bates, President, Stanley Steemer International, inc.

of this year [2013]

HAVE BEEN THE

IN OUR BEST COMPANY’S HISTORY

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