Company & Product Launch

Objective: After more than a year in stealth-mode, re-launch company and introduce major product at leading industry tradeshow.

Results: Despite the time crunch and the hundreds of competing companies at the tradeshow, the media relations plan put into place by WS was a success in many ways. The successful launch of the client’s key product, the numerous hits the company received in industry publications and a key industry award, which positioned the company as a leader in the industry, were all direct results of a well-planned and executed public relations strategy built by WS. 

Coverage included:

• Daily coverage in the tradeshow’s Daily News:
• Tuesday - Q&A featuring the company CTO
• Wednesday - Product Announcement
• Thursday - Comment from CTO included in front-page story
• Comments from CTO and a photo featured in trend article in major industry magazine’s tradeshow issue
• A product announcement included in the issue of major industry magazine
• Product highlighted as Product Focus in tradeshow issue of major industry magazine
• Product recognized as “best new product” in its class by the tradeshow’s award
• Bylined article in issue of major industry magazine
• Feature in post-tradeshow issue of major industry magazine

Identity Launch

Situation

A leading telecom company tasked WS with a re-branding, 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, the company had previously positioned itself as a product company, focusing on its technology and actual products. After comprehensive research on both the telecom company and its top competitors, WS developed a new brand strategy. This new brand was 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

WS defined four main objectives for the campaign

• Transition the company 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 print communication.
• Produce a series of identity materials to support internal launch.

Results

Following the comprehensive research phase, WS selected a brand tagline. We also took this opportunity to expand the 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 company logo to reinforce the brand identity. A letter from the 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 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 it is an international company with a strong presence in both the United States and Japan.

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Trade Show Public Relations

Situation

WS was brought in by a leading technology conference to manage its public relations efforts. It 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 the conference was attempting to regain enthusiasm in the industry by producing a strong event from a technical, business and industry perspective.

Goals

The overall objectives of media and analyst activities surrounding the conference were multi-faceted:

• To drive media attendance and reporting on optical communications.
• To raise awareness of the conference, 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 the conference and its affiliates as premier news sources for the optics industry.

Challenges

WS faced several challenges in managing the conference’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, WS 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 show’s web site was made available for exhibitors to post press releases and announcements.

Results

The conference 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, the conference garnered 320 media hits from a variety of media outlets. Finance publications and industry magazines 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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