Success Stories
 

We think results speak for themselves. WilkinsonShein relies on its proven success in the industry to speak to the effectiveness of our campaigns. Please read our success stories to learn for yourself how we deliver results that achieve communications and business goals.

Opnext - Brand Identity Launch
OFC 2004 – Trade Show Public Relations
Opnext – Ongoing Public Relations Program
RBN Inc. – Product Launch

 

 

 
























 

 

 

 

 

Opnext Identity Launch

Situation
In April 2006, Opnext tasked WilkinsonShein Communications with re-branding the company, developing a new corporate identity and launching the new brand identity to both internal and external audiences. An optical components supplier whose products are used primarily in equipment for telecommunications and data networking, Opnext had previously positioned itself as a product company, focusing on its technology and actual products. After comprehensive research on both Opnext and its top competitors, WilkinsonShein developed a new brand strategy. This new brand is designed to elevate the company from a pure product company whose name only had recognition to its direct customers to one which resonates both internally and to stakeholders, as well as to the telecommunications industry at large.

Objectives
WilkinsonShein defined four main objectives for the campaign

  • Transition Opnext away from being perceived as a product company to one that enables a wide range of tangible applications.
  • Develop a look and feel for the company that conveys the strength of the company, while instilling value and pride for its employees and stakeholders.
  • Create a consistent look and feel for all Opnext print communication.
  • Produce a series of identity materials to support “We Light It Up” internal launch.

Results
Following the comprehensive research phase, WilkinsonShein selected “We Light It Up” as Opnext’s brand tagline. As lasers are the underlying technology in all Opnext products, this new tagline reflects a call to action, playing on the strength of lasers. We also took this opportunity to expand Opnext’s messaging to demonstrate the role the company plays in enabling larger applications across a variety of industries.

Prior to launching the new identity to external audiences, it was imperative that it be launched and accepted internally. We developed a comprehensive launch plan that began with key executives of the company leading employee meetings throughout the world. During these meetings, the brand identity was presented and described in detail and any employee questions/concerns were answered. The morning following the meetings, each employee (400+ throughout the world) found on their desk a tent card with the brand identity, a copy of the advertisement, the newly branded folder, corporate brochure and a desk notepad reflecting the new brand identity. Also on each desk was a mini flashlight with the Opnext logo to reinforce the “We Light It Up” brand identity. A letter from Opnext’s president was also mailed to each employee’s residence reinforcing the importance of the new brand and what it means to the company. The next week, each employee received an email communication (with branded graphics) with Frequently Asked Questions, the template for the new PowerPoint presentation, a Brand Guidelines document and additional details regarding the usage of the brand and marketing materials. A few weeks following the initial announcement, the company launched a newly branded Opnext Web site.

Key branded deliverables throughout this campaign included:

  • corporate brochure
  • table tent
  • corporate advertisement
  • corporate folder
  • stationary suite (letterhead, envelopes. Business cards)
  • email communications header
  • employee and customer communications.

An additional challenge we had to overcome in development and delivery of the above, was that all pieces were produced in both English and Japanese, as Opnext is an international company with a strong presence in both the United States and Japan.
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OFC 2004 – Trade Show Public Relations

Situation
WilkinsonShein Communications was brought in by the Optical Fiber Conference in 2004 to manage its public relations efforts. 2004 was a critical year for the conference, as press/analyst attendance over the past few years had declined dramatically. The unique challenge facing the communications group for OSA was attempting to regain enthusiasm in the industry by producing a strong OFC 2004 from a technical, business and industry perspective.

Goals
The overall objectives of media and analyst activities surrounding OFC 2004 were multi-faceted:

  • To drive media attendance and reporting on optical communications.
  • To raise awareness of OFC, ultimately driving future attendance, sponsorship and participation in the event.
  • To build relationships with key scientists and corporations by supporting significant research and promoting achievements.
  • To position OSA and its affiliates as premier news sources for the optics industry.

Challenges
WilkinsonShein faced several challenges in managing OFC’s media relations campaign:

  • Resistance of the media to covering the promotion of technical innovation and vitality in the midst of continuing telecommunications industry skepticism.
  • Negative media perception of technology tradeshows, based on the low attendance and empty exhibition floors at other recent industry events.
  • Reduced travel budgets and downsizing of publications staff, thereby limiting reporters’ ability to attend the event and their bandwidth to cover the news.

Strategy/Tactics
After creating an action plan and developing core messaging for show, WilkinsonShein Communications focused on the two sides of tradeshow media relations management: press/analyst outreach and exhibitor PR outreach.

Tactics included:

  • Pre- and post-show press releases, media advisories and newsletters to provide press and analysts with details on the show and the exhibitors.
  • A luncheon panel for press and analysts consisting of representatives from leading companies in the industry discussing new optical applications
  • A staffed press room on-site that had exhibitor press kits and press releases from the show, with computers and phones for the media to use.
  • Pre- and post-show newsletters and a PR Tool Kit for exhibitor PR representatives with information on the show and how to get the most out of their PR efforts.
  • Breakfast panel for PR representatives consisting of journalists giving tips on the best way to approach the media and pitch stories.
  • The OFC 2004 Web site was made available for exhibitors to post press releases and announcements.

Results
OFC 2004 was a success, especially from a public relations and industry standpoint. Press and analyst attendance was up from years prior, with media numbering over 100.

In a period of less than 7 months, OFC 2004 garnered 320 media hits from a variety of media outlets. Finance publications such as CNNMoney, industry magazines like FiberOptic Product News and international magazines such as Lightwave Europe covered the show and its exhibiting companies in a positive tone. Approximately one third of the coverage was focused on previewing or recapping the exhibition, while two-thirds of the clips covered the exhibitors’ announcements and press releases.
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Opnext – Ongoing Public Relations Program

Situation
Opnext, Inc. is a global leader in high performance active optical components. Formed out of Hitachi, Opnext has over 30 years of experience designing, developing and manufacturing the industry’s most comprehensive optical components and devices. With such a strong background in optical technology, Opnext wanted to put into place a strategic public relations plan to capitalize on its position as an industry leader, ensure coverage in industry publications and maximize exposure at industry events.

Goals
WilkinsonShein defined three main goals for Opnext’s strategic media relations plan:

  • Ongoing targeted media and analyst outreach for Opnext.
  • Outreach program for ECOC 2004 to garner coverage for Opnext and the DWDM XENPAK launch.
  • Develop a consistent set of core messages for Opnext to communicate to press and analysts.

Challenges
Two main challenges face Opnext in securing coverage in the media. The first, which is felt by all players in the optical components space, is that optical technology media tend to focus more on optical services, solutions and technology rather than on the actual components of the system. This can make it hard for components manufacturers to get coverage in industry publications.

The second challenge is one that is unique to Opnext. Unlike its competitors, which are mostly large public companies, Opnext is still privately held. This makes it even harder to get coverage and press attention, as most journalists often focus on publicly held companies. These challenges together make it essential that Opnext’s media relations efforts are targeted and precise.

Strategy/Tactics
WilkinsonShein’s tactics for maximizing trade show publicity opportunities included sending out press releases alerting the media to the launch of the new product at ECOC 2004. WilkinsonShein also secured nine pre-arranged interviews with key industry journalists to take place on-site at the show. A press kit was also developed for use at the show, providing basic information on Opnext to the media and potential customers.

Ongoing public relations activities for Opnext included the following:

  • A targeted press release for reaching key members of the media with news and information.
  • An editorial calendar to ensure Opnext is included in articles appropriate to its products
  • A speaking opportunity matrix that attempts to get Opnext representatives speaking at industry events.
  • Development of a message map that ensures core messages are being related to the media in a consistent manner.

Results
The media relations efforts at ECOC were very successful for Opnext. As a result of the nine pre-arranged press/analyst interviews, Opnext received coverage in seven publications and secured bylined articles in two more.

Ongoing outreach to the media is also successful for Opnext. In July alone, Opnext was covered in four articles in industry publications, and met with analysts from two technology analyst firms. These meetings built a foundation for Opnext’s inclusion in future industry reports and presentations.
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RBN Inc. – Product Launch

Situation
In March of 2004, the management at RBN decided it was time to re-introduce the company into the optical technology industry, after more than a year of operating in “stealth mode.” RBN was also preparing to launch its new product, the RBNi GigaEdge 2330 at SUPERCOMM 2004. WilkinsonShein was tasked with making this relaunch a success through an aggressive and targeted tradeshow public relations strategy.

Goals
The goal of the public relations plan developed by WilkinsonShein for RBN at SUPERCOMM 2004 was threefold:

  • To relaunch RBN in the optical technology industry after more than a year in stealth mode by announcing the launch of the GigaEdge 2330 during the show.
  • To earn coverage for RBN and its new products in the telecommunications media.
  • To position RBN as a premier provider of optical transport and switching products for the access and metro markets.

Challenges
The main challenge facing WilkinsonShein was the time crunch they were put under. They had only four months to prepare for a major tradeshow and product launch. Another challenge for the public relations team was the sheer number of exhibitors at the show that were competing for the time and ink of the same important industry media and analysts. Over 600 telecommunications exhibitors and PR teams were seeking coverage in the same space, and WilkinsonShein needed to find a way to make sure RBN stood out from the other companies.

Strategy/Tactics
To support the launch of the GigaEdge 2330, several tactics were used at SUPERCOMM 2004 to ensure coverage. Tactics included:

  • Drafting and distributing several pre-show press releases announcing RBN’s participation in the show.
  • Securing 15 pre-arranged interviews with press/analysts conducted on-site at the show, including top editorial contacts at key industry publications and analyst firms.
  • Nominating the GigaEdge 2330 for a SUPERQuest Award, which honors companies for superior achievement in public and private network design and operations.

Results
SUPERCOMM 2004 was indeed a success for RBN. The GigaEdge 2330 was successfully launched and was also honored with a SUPERQuest award for best new optical networking product.

WilkinsonShein was also successful at earning coverage of the launch in the top publications in the industry, including Light Reading, Lightwave and Telephony. In addition to mentions each day in the SUPERCOMM Show Daily, RBN was also covered in eight additional articles in optical technology publications, including a bylined article in Lightwave.

Despite the time crunch and the hundreds of competing companies at SUPERCOMM 2004, the media relations plan put into place by WilkinsonShein was a success in many ways. The successful launch of the GigaEdge 2330, the numerous hits the company received in industry publications and the SUPERQUEST award, which positioned RBN as a leader in the industry, were all direct results of a well-planned and executed public relations strategy built by WilkinsonShein Communications.
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