₦airaland Forum

*PR CASE STUDIES 2017*

*No Communication is really internal*

In 1994, Intel scientists discovered an infinitesimal fault in its Pentium 4 chip it has shipped to different part of the world.

This fault is not likely to affect the operation of the computer system.

So, this information was only shared among their scientists while rigorously pursuing a solution to this fault.

Few weeks later, this news broke on CNN. CNN reported that the new Pentium 4 chip is faulty. This news created panic in the public.

Suddenly, IBM which is Intel's major customer returned their order and refused to order any order chip. Intel who has not been used to dealing with computer users was bombarded with customers returning their computer systems for chip replacement.

This crisis cost Intel up to *$475 million*

Off course the CNN reporter doesn't know the nature of the fault and had no idea the impact this fault will have on computer systems.

The fault in the Intel chip will only affect the computer operation once every 27,000 years. Yes, you will only experience any difficulty in running your computer system after *27,000*.
Thus, in actual fact you cannot experience any fault in this chip in life time, not even your great grandchildren.
Yet this negligible fault cost Intel *$475 million*

PR lessons

1) No information is internal in the real sense of it. Whatever is said can be heard even by audience that it was not meant for.

2) Always Structure your communication (even internal) in such a way that it is in congruent with your communication to the general public to avoid discrepancy that may be misinterpreted by other public.

3) Communication is part of the business. Tell your own story first and tell it all. This will make you the source of authentic information. If Intel had told the story they would have been able to tell it the way it is. They would have been able to educate the public that they can never experience any difficulties in their live time. Thus would have given the public the confidence to continue using their system without returning their chip.

According to Prof. Fred Helio Garcia, *"Communication is a continuation of business in another form".*

Communication has become even more imperative in this web 2.0 era where information move at the speed of light.

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PR CASE STUDIES

How a loyalty app for a footwear retailer drives over $55 million in sales


*Situation*

• A nationwide branded footwear retail chain was looking for ways to enhance its
existing loyalty program.

• The program was largely transactional, with over 10 million active members
receiving discounts and/or monetary certificates.

*Challenge*

• The retailer wanted to make the program easier to use and more rewarding, with
a goal of increasing both loyalty and sales.
*Strategy*

• OgilvyOne identified white space in the marketplace: a lack of mobile solutions
to help customers manage and claim rewards.

• To fill the gap, we worked with the client to build an app for the loyalty program
that delivered not only incentives, but also personalized information on new
products and styles.

*Results*
• The app rapidly exceeded initial goals and has brought in over $55 million in
revenue to date.

• Over a million downloads were reached within a year of launch, and the number
continues to grow.

To get a compilation of the most successful and failed PR case Studies contact me on 08077932282.

*"An investment in knowledge pays the best dividends"* Benjamin Franklin

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PR CASE STUDIES

*Community Relations:*

How Starbucks help a community created thousands of jobs.

*Objective:*

To teamed up with 'Create Jobs for USA' in an effort to improve community relations.

*Strategy:*

Starbucks PR firm Edelman activated a hyperlocal storytelling plan to put a face to the economic crisis and those benefiting from the initiative.

To guarantee a successful campaign, Starbucks sparked dialogue on the jobs crisis and positioned Create Jobs for USA as a way for the community to take action.

*Key elements:*

1. Starbucks CEO Howard Schultz sent letters to Washington policymakers and
Starbucks partners and customers, and appeared on prominent news outlets.

2. Shared personal stories of those affected by the economic crisis, highlighting Create Jobs for USA’s impact.

3. Made “Indivisible” wristbands that were sold at Starbucks stores nationwide and
sent to program supporters.

*Results:*

Raised more than $15 million with an estimated 5,000 jobs created or retained.

Starbucks’ social networks saw record engagement, and Schultz was named Fortune Businessperson of the Year for 2011.

Starbucks' image and reputation was also boosted.

*PR CASE STUDIES*

*How a Swiss Co. Doubled US Sales by Convincing Consumers That Its Product Is Hip and Worth a Premium*

In mid-2005, feeling that Americans were ready to embrace an environmentally friendly product, SIGG formed a US subsidiary to take over distribution of its bottles and get closer to its US customers.

*Market research:*

SIGG USA made some surprising discoveries about American consumers:

They were worried that their water would taste like the metal container they carried it in, and they didn't fully appreciate the variety of bottle designs.

*Objective:*

To increase awareness of the usefulness of its product and to make consumers believe it was worth the premium they would pay.


*The Challenge:*

SIGG Switzerland had been selling its aluminum fuel bottles to the US outdoor market for about 30 years and added a line of aluminum water bottles in 2003.

The reusable water bottles came in a variety of colorful designs, and sales took off in Europe, where consumers were more familiar with the company's name.

In the US, too, the company depended on the Swiss reputation for quality to drive sales, but a rival product that cost half as much was leading the market.

"We had to convince the retailers and then ultimately the consumers that there could be a premium-priced bottle in the market," said Steve Wasik, who was hired in 2005 as president of SIGG USA. "My goal was to convince them that this was a premium brand."



*The Campaign:*

1. SIGG USA launched My Sigg.com, where consumers could choose from more than 100 bottle designs and read about the company's commitment to the environment.

2. An online contest that allowed customers to submit a new bottle design via My Sigg.com.

3. A commitment to work with environmentally focused bloggers, asking them to mention SIGG bottles.

4. The SIGGART promoted the contest on key Web sites and blogs.

5. At the same time, the Gold Group issued online press releases about the contest to Google and Yahoo news sites.


*The Results:*

The contest drew a highly engaged niche audience: the average visit length of the 8,000 consumers who visited the site was 17 minutes, an incredible length of time vs. Nielsen's benchmark of 49 seconds per visit (US average).

It also helped convert the image of SIGG bottles from being a practical product to being a fashionable one.

The contest got mentions on several key blogs, including Treehugger.com, which has 1.4 million visitors a month. This multiple mentions raised MySIGG's search engine ranking and gave the company a higher profile among retailers and consumers.

The campaign drew more than 12,000 visits, and 170 bottle designs were submitted.

The winning bottle design was showcased at the Patagonia sporting goods chain for the 2006 holiday season.

US sales doubled in 2006 from the year before, and the bottles are now available in hundreds of more mainstream retail outlets, including Whole Foods Markets.

Perhaps the biggest accomplishment of SIGG's new, hip image has been to help convince a wider range of retailers to sell the bottles. Just in the past year, SIGG bottles have become widely available at L.L. Bean and on the shelves of Whole Foods Markets.

*Lessons Learned:*

1. Do market research when entering a new market.

As basic as this advice seems, not all companies follow it: SIGG hadn't researched the US market before it hired Wasik in Sept. 2005. "We discovered key information from the research, namely that consumers liked it when someone came up to them and complimented them on their colorful water bottle," Wasik recalled. "It made us realize right away that we could market these as a fashion accessory."

2. Getting your product before the right eyeballs can be more important than getting it before a large audience.

SIGG reached out to a niche online audience already concerned about the environment, and hence already likely to use a reusable water bottle. That in turn drove consumer demand for broader-based retailers to carry the product.

3. If you plan to price your product at the high end, be prepared to justify that pricing.
"Give your consumers a reason to be ready to pay more—wrap some emotion around your product," Wasik advised. SIGG USA's ads and Web site now remind consumers that there are 144 bottle designs with 22 interchangeable lids, allowing plenty of personalization.

*"Educators have said that professionals learn faster from case studies"* Segun McMedal (Veteran PR Consultant and Chairman Lagos Nipr)

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Lectures for Diploma/Certificate exams are in progress evry Saturday-Sunday at Sunjem school, barracks bstp, Ifako-Gbagada.

Menimum qualification for enrollment; SSCE/GCE.

Updated materials/pstquestions are available.

Call:08139458588,
08053408939.

JUNE 2017 NIPR PROFESSIONAL EXAM IN PUBLIC RELATIONS.

Enhance your career with a professional certificate in PUBLIC RELATIONS!

Lectures for Diploma/Certificate exams are in progress evry Saturday-Sunday at Sunjem school, barracks bstp, Ifako-Gbagada.

Menimum qualification for enrollment; SSCE/GCE.

Updated materials/pstquestions are available.

Call:08139458588,
08053408939.