Launched in late 2006, METRO, a monthly lifestyle magazine published by Minneapolis-based Tiger Oak Publications, wanted to hold an event to build brand awareness and show its hip, urbanite readers that it was in tune with the latest fashion trends. But in keeping with the magazine’s edgy image, the event had to be fresher and more enticing than a typical runway show to impress readers. To keep its readers on their toes and entertained all night long, the publishing company decided to combine fashion with an all-American sport — boxing.

METRO devised a plan that let fashion photographers duke it out in a boxing ring. Working with Minneapolis-based Freestyle Productions Inc. and Allied Audio of Inver Grove Heights, MN, METRO transformed a boxing gym into a fashion-focused entertainment Mecca — complete with a center ring, an overhead plasma screen to showcase the photographs in real time during the “matches,” music, and an announcer to call each match.

Six local photographers assembled their own corner teams, which consisted of models, makeup artists, and hairstylists, and competed to see who could create the best fashion shots in the ring. Judges awarded the top three photographers with championship belts.

A number of sponsors jumped on the Fashion Fight Night bandwagon, supplying appetizers, drinks, and clothing for the models.

Sometimes reliving the past can be the best way to secure your reputation for the future. Even though its headquarters was completely destroyed in the San Francisco earthquake of 1906, The Fireman’s Fund Insurance Co. was one of the few companies to pay all of its claims after the disaster. In 2006, the property and casualty insurer recognized the 100th anniversary of the tragedy as an opportunity to reinforce its reputation of integrity, retain current customers, and gain new customers.

It worked with the San Francisco Museum of Modern Art to sponsor a photographic exhibit, “1906: A Disaster Documented,” which featured 100 photos from the earthquake, including a photo of the Fireman’s Fund building on fire. Then it hosted a dinner event, the 1906 Earthquake Centennial Gala, for 320 key customers and prospects, community leaders, insurance agents, and fire-service officials.

At the event, which was produced by New York-based Peppercommotions, guests attended a cocktail reception during which groups of 10 were escorted on private tours of the museum. During the dinner, attendees watched a documentary of the company’s involvement in the disaster and heard from Fireman’s Fund President Joe Beneducci and former California State Fire Marshal Ronny J. Coleman.

To reinforce its history, Fireman’s Fund also parked two antique fire engines in front of the museum, and invited retired fire officials who dressed in 1906-era uniforms.

When consumers hear the name Chevy, speed and performance are not necessarily the first two words that come to mind. In 2006, General Motors Corp. created an event to change that, inviting consumers to put its SS performance series to the test.

It invited car enthusiasts to racetracks in six of its markets to attend a performance-driving school taught by professional drivers. The clinics covered topics such as advanced car control, grip dynamics, and race-line theory. Attendees could then put their new driving skills to the test on a variety of competition tracks.

Participants competed against other drivers from each of the different tracks based on the best finish times from each of the courses. To level the playing field, Chevy adjusted times from different tracks based on variables such as weather and other driving conditions. Participants could track the winning times online throughout the 30 days during which the events took place.

Racers were not just competing for bragging rights — the overall winner won a brand new Chevy Cobalt SS Supercharged Coupe, while the winners in each category and age bracket won a pair of driving shoes.

In addition to instruction and racing, the performance-driving events featured go-kart races, video games, and free food, and attendees could check out Chevy’s SS line.

The events, produced by Detroit-based Automotive Marketing Consultants Inc., attracted more than 13,000 consumers. What’s more, participants actually paid a $50 entrance fee for the privilege of letting Chevy market its vehicles to them. While the media attention — more than 58 million media impressions — was impressive, what really counts is the audience response. The average participant reported recommending Chevy to 10.4 friends, while 54 percent asked for follow-up information about the cars, nine hundred attendees indicated that they planned to purchase a new Chevy.

One of the objectives of Nikken Global Inc.’s annual event is to introduce the independent wellness consultants who sell its products to the innovations it brings to the market. At its 2006 Nikken North America Convention, the Irvine, CA-based company wanted to create product launches that not only got consultants excited but that helped them to remember the distinguishing features of the products.

Nikken worked with (20)Ten Solutions Inc., a production and marketing company also based in Irvine, CA, to devise a memorable approach to education. Their plan? Entertain the audience.

For example, to emphasize the air suspension system of its KenkoAire Sleep System, two aerial performers descended from the ceiling above the new bed and performed a choreographed acrobatic act. A celebrity chef cooked food using Nikken’s new cookware. To launch its new water-filtration products, Nikken hired a dance troupe to perform a “Stomp”-like routine with water.

Each artistic performance was followed by a product video and a short presentation by a Nikken product expert. Seating for the event was arranged in a semicircle so that every member of the 3,500-person audience was no more than 150 feet away from the stage — ensuring everyone was able to see, hear, and feel the power and lesson of each segment.

The acts not only kept attendees’ attention, they also creatively and effectively taught onlookers some of the main talking points to use when selling the product to their own customers.

In 2006, Toyota Motor Corp. identified a niche audience for Yaris, its new vehicle: 19- to 34-year-olds it referred to as “upbeat indies.” It characterized this audience as a group that “likes to live creatively, pursue a passion, and make a difference, all in the company of friends.”

To reach this group, Toyota staged a three-phase event in 12 cities throughout the United States, with help from local arts and community leaders. Toyota formed a board of directors for each of the 12 locations, comprised of local artists, musicians, business owners, and creative influencers, which selected event activities.

Phase one, “Do It Yourself,” featured a series of activities led by local artists, including silk screening, sock-dog making, video shoots, rock ‘n roll clinics, kickball games, and vegan cooking clinics.

Phase two, “Drive It Your-self,” happened a week later. Toyota held small ride-and-drive events at independent record shops, bookstores, clothing boutiques, restaurants, and cafés. It specifically chose stores that already were popular with its intended audience, and steered away from big corporate sponsors, a turn-off for the young influencers it wanted reach.

Those who drove a vehicle at the events received $15 gift certificates to the host store. While Toyota hoped to get 9,000 participants behind the wheel, 11,770 people drove a Yaris over the events’ three-month period. To celebrate the creative spirit of the audience, participants could help decoupage a Yaris after they took it for a spin.

The final phase, “Yaris Perks,” included activities such as bowling nights, concerts, parties, gallery openings, and live readings.