Case study
BC Blueberry Council represents British Columbia's highbush blueberry growers. We rebuilt the brand and the website, ran domestic and export marketing as one planned program, and gave the council and government bodies one place to see the results.
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Attribution · this quarter
GA4 · server-side312
Booked calls
3.1x
ROAS
−31%
CPL
OlDevs rebranded BC Blueberry Council, rebuilt its digital presence and brought domestic and international marketing into one planned program, producing 430+ content pieces across 8 channels with export campaigns aimed at priority markets.We restructured the council's scattered activity data and built a reporting system where the council and government bodies log in to see grower activity and current marketing status. Combined marketing impressions reached 20.9M+, with 9.1M+ unique people reached on Meta and 7.5M reached by international campaigns. Funding and program reporting now rests on a single record rather than anecdote.
Key facts
The challenge
The council came to us with a website that no longer reflected the industry it represented, and with domestic and international marketing running without a shared plan. The data behind both sat in scattered files and databases, so there was no single reliable record of what had been done or what it achieved. Awareness was low enough that many growers did not know the council existed, and a thin public relations presence left it quiet with media, government and the wider industry.
The old site did not reflect the size or the work of British Columbia's highbush blueberry sector. Growers, media and government arrived without finding a clear account of what the council does on the industry's behalf, so the site did little to build recognition.
Domestic activity and international activity ran without a shared plan, so neither side could show how it supported the other. Work was produced against separate priorities rather than one calendar the whole council could see.
Campaign, content and grower data sat in scattered files and disconnected databases. Nobody could answer a simple question about what ran, where it ran or who it reached without assembling the answer by hand, and reporting to funders leaned on recollection.
Many growers did not know the council existed or what it did for them. With little ongoing public relations work, the council had almost no standing presence with media, government or export market audiences, so its results went largely unheard.
What we built
We rebranded the council and rebuilt its digital presence from the ground up, then reorganised domestic and international marketing into a single planned program of 430+ content pieces across 8 channels, with campaigns aimed at priority export markets. Underneath that we cleaned up and restructured the data, then built a reporting system where the council and government bodies log in to see all activity related to growers and the current marketing status. A steady public relations program keeps the council visible to growers, media, government and export markets.
A new identity for the council and a website built around it, with clear sections for growers, media, government and export market audiences. The site now looks like the industry it speaks for.
Domestic and international work now share a single calendar, message set and asset library. The program has produced 430+ content pieces across 8 channels, with international campaigns aimed at priority export markets that reached 7.5M people.
We restructured the grower and campaign data into one model, then built a reporting system where the council and government bodies log in to see all activity related to growers and the current marketing status. Funding reports are drawn from the record, not written from memory.
Media relations, grower communications, government updates and export market outreach run on the same calendar as the campaigns. The council now speaks regularly to the audiences that decide its funding and its reputation instead of surfacing once a season.
Process
Understand the industry
We reviewed the old website and every marketing file and data source we could find, and wrote down what the council actually does, for whom, and what could be evidenced.
Rebrand and rebuild
We developed the new identity, then rebuilt the website around it with clear paths for growers, media, government and export market audiences.
Merge the two marketing plans
Domestic and international activity moved onto one calendar with a shared message set, so every content piece and campaign had a defined audience and a channel it was made for.
Fix the data, then build the reporting
We cleaned and restructured grower and campaign records into one model, then built the login reporting system so the council and government bodies see the same numbers at the same time.
Run, report and adjust
Campaigns and public relations run to the calendar, results land in the reporting system, and we review them with the council each cycle to decide what to keep, cut or shift.
Stack
Brand and website
Marketing program
Data and reporting
Measurement
Public relations
20.9M+
Combined marketing impressions
9.1M+
Unique people reached on Meta
7.5M
Reached by international campaigns
Outcomes
The rebrand and the sustained content program put the council in front of growers, media and government on a regular basis, so the association is recognised by the people it represents rather than being a name on a levy line.
The joined program has drawn 20.9M+ combined marketing impressions, including 9.1M+ unique people reached on Meta, which gives the council concrete evidence of the industry's public presence.
International campaigns aimed at priority export markets reached 7.5M people, so overseas activity is now a planned part of the program rather than an occasional add-on to domestic work.
With clean data and a login reporting system, the council and government bodies see the same view of grower activity and current marketing status, so funding and program reporting is evidence-based rather than anecdotal.
In their words
We went from having no clear record of what our marketing was doing to a single place where growers, government and our own team can see the whole picture, and the industry now knows who we are.
Executive director, BC Blueberry Council
Agriculture industry association
FAQ
Yes. Associations answer to members and to funders at the same time, which is exactly the problem here: the council needed growers to recognise it and government to see evidence of what its marketing did. We built for both audiences at once, with public campaigns on one side and a reporting system on the other.
We start by taking stock of every source, agreeing what a grower record and a campaign record should contain, then restructuring the data into one model before any reporting is built. Reporting built on unreliable data just spreads the problem faster, so the cleanup comes first and the portal comes second.
That is how we built it for the council. Government bodies and council staff log in to the same system and see all activity related to growers and the current marketing status, so nobody is waiting on a slide deck.
One calendar, one message set and one asset library, reviewed on a fixed cycle. International campaigns are built from the same core positioning as domestic work and then adapted for priority export markets, so the two support each other instead of competing for the same production time.
OlDevs works from Vancouver and serves clients elsewhere remotely, with video calls in your time zone and on-site visits when the work calls for it, such as grower meetings or field days. One accountable team runs the engagement, and you own all code, designs, accounts and IP from the first day.
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