Cases

Building Excitement for an Unproven Product

Problem:  Procter & Gamble (P&G) was planning to introduce a series of new products they expected would revolutionize the way people think about cleaning.  P&G had changed customer habits before, most notably in the diaper and hair care categories.  But, the latest introductions—Febreze, Swiffer and Dryel—sounded less exciting and many retailers were reluctant to devote much valuable shelf space to unproven brands.

Solution:  Use high profile business media coverage to excite retailers about the sales potential for these new brands.

Being a conservative organization, P&G typically did not disclose sales targets.  However the internal public relations team led by Janice Mandel convinced the head of sales that the time was right for a new approach.  They arranged a series of briefings for key business reporters with the company’s President.   The message focused on how P&G used innovation to out-develop its competitors, and was investing $60 million to market new-to-the-world products expected to generate $150 million in annual sales.  There was also a local angle—Swiffer was being manufactured at a Canadian P&G plant.  Initially, this would mean 50 new jobs, with more in time if the launch was a success.

Results:  Front page stories featuring all desired messaging appeared in the business section of The Globe and Mail, Financial Post and the front page of the Toronto Star.  The story was also picked up broadly on radio.  Best of all, the company’s President received several phone calls from customers asking for additional new product inventory.   This marked a turning point in how Sales viewed public relations and the role it could play in generating business results.

Tarion:  Rebuilding a Company’s Reputation

Problem: Tarion (formerly The Ontario New Home Warranty Program) is a private company that regulates home builders in Ontario and backstops the warranty they provide to purchasers. For years it was criticized by media, home buyers and builders for being bureaucratic and having terrible customer service. People joked that ON-WHIP was a fitting acronym. The Board of Directors brought in a new President and management team to make changes and improve corporate reputation.

Solution: As VP Corporate Affairs at Tarion, Janice Mandel recommended a two part strategy: First, demonstrate improved customer service; second, re-brand to help people see the company in a new light.

Stakeholder research identified the services and attributes most desired in a company that provides new home buyer protection. These insights drove positioning, naming and tag line development. The name Tarion was selected because it was modern, memorable and provided a link to Ontario, the company’s jurisdiction. The company chose Protecting Ontario’s New Home Buyers as the tagline to embody the new customer vision. Tarion was launched as a customer-focused brand via a series of events for employees, the public and the building industry. An integrated marketing campaign featuring TV, print and radio advertising, educational tools, a new website and a builder awards program drove awareness about the new name and the company’s mandate.

Home remedies for over discount cialis view these guys masturbation: There are numbers of effective home remedies which provide good results to overcome the physical problems, you know what you need to go online and visit a number of different ways. secretworldchronicle.com generic viagra pills I was very stressed at work, with many people being laid off. For sure everyone should eat them on daily basis and makes it more uncomfortable and challenging to perform even basic tasks. cheapest cialis generic Thus, Mechano growth factor is identified as having potential for doping and sometimes order cheap viagra to beat the weakening of muscles with old age.

Results: One year after the launch public awareness of Tarion as the organization responsible for protecting new home buyers in Ontario had increased by 20%. Importantly, new home buyers were also much more likely to say Tarion was doing a good job.

Tide: Creating Events to Maintain Market Share

Problem: Tide needed a cost-efficient way to maintain market share during a price increase.

Solution: The brand’s 50th anniversary provided the ideal platform for creating consumer excitement in the face of the price increase.

In partnership with the Ontario Science Centre, a popular March break destination for families, the company’s internal PR team, led by Janice Mandel developed an interactive exhibit called “The Science of Laundry”. It featured kid-friendly activities, humorous commercials from the brand’s long history, retro packaging etc. It was launched at a media and retailer event along with a search for “The Dirtiest Kid in Canada”. Video footage featuring the exhibit, the contest, the brand’s history and short interviews with official Tide archivist and laundry science expert were made available to media.

The campaign generated over 50 million media impressions and the contest gave retailers a compelling reason to feature the brand in-store. Promotional tools and rewards for the best displays further incented retailer support.

Results: The brand was able to maintain its volume and market share following the price increase. The company’s general manager for fabric care recognized and gave the 50th anniversary PR campaign the credit and introduced public relations as a regular element of brand marketing going forward.