Client: Bridgewater Commons + Trademark Property Group
Title: Community Hub at Bridgewater Commons: An “Uncommon,” Mid-Covid Approach to Reconnect
Category: Community Relations
Challenge:
Similar to all of the U.S., BWC’s community was hurting. Covid had resulted in lost jobs and closures. Public gatherings had ceased. Lack of funding prevented well-attended community events and non-profit group activities from happening. There was nowhere to go. There was nothing fun to do. Its community was weary waiting for “normal.”
Approach:
Determining BWC could reconnect its diverse community, the center’s research illustrated the void and identified opportunities to reinvent and reengage. Designed to shape BWC’s brand story, it found:
“Offerings, programming and amenities in the Bridgewater area are rich, but physically far-flung and dispersed between organizations. If a symbiotic network could exist between the mall, local arts, culture, theater, etc., the whole area would see increased traffic and engagement resulting in overall economic lift.
The goal of rebuilding relationships in its primary market, growing the center’s first party databases, informing the community of its efforts and becoming the central location for safe, no-cost gatherings came to be known as Community Hub.
Tactics:
Assessed available vacancy for a dedicated location to celebrate culture, causes and community; identified a well-positioned 3,500 sf space
Outreach with over 100 local non-profit and community groups inviting/discussing with each to use the space free of charge
Created a brand and all support creative named Community Hub:
Execution
Developed and deployed over 125 marketing support items
Timed with June 12’s Women Veterans Day, Community Hub’s inaugural happening featured a 1-week art exhibit and workshop series to raise awareness
Results:
Operation of the space allowed BWC’s visitors to safely reconnect with one another via happenings hosted by local groups in need of space and visibility. Community Hub quickly became a home to experience culture, diversity, education and fun.
Over 31 mid-Covid activations in 7 months
Masked visitor attendance: 2,325
25.4 million PR impressions
56% growth for the center’s VIP database
A forward-thinking activation, deemed an “uncommon” mid-Covid approach to reconnect community, also proved a cost-effective initiative equating to just 2.26% of the center’s annual marketing budget.
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