CAMPAIGNS: Best strategies and top tactics from the world of PR

COMMUNITY AFFAIRS

Face-to-face with farmers

Client: DuPont Agricultural Enterprises (Wilmington, DE)

PR Team: Rowland Worldwide (New York)

Campaign: FarmFront Radio

Time Frame: March 1997 to December 1998

Budget: dollars 350,000

More than two years ago, DuPont Agricultural Enterprises made a choice.

Company executives felt a need to go past traditional market research

that asked farmers what they were growing and what products they were

using.

DuPont representatives went out to meet face-to-face with their

customers, 2 million farmers and producers who generate 25% of the US

gross national product. DuPont people met with growers, went to field

days, and spoke with thousands of farmer customers. They learned that

farmers and seed dealers expected more of them than just good

products.

’We found that our customers regarded us as a rather stuffy and

scientific company. We wanted to make more of a connection with them, so

we would be seen as a company, which listened to our customers,’ recalls

Michele Cunnane, PR manager at DuPont.

Farmers felt that DuPont was in a unique position to provide them with a

platform from which they could share their ideas, concerns and successes

with each other as well as the non-farm public. They asked DuPont to

help them gain recognition as the business persons, parents, citizens

and community leaders they are, and to share their views with the rest

of America.

The research findings were simple. Farmers felt isolated from mainstream

America. Also, they felt that people who consumed their crops as food

every day did not see them as ’stewards’ of the land, which is precisely

how they viewed themselves.

The non-farming public didn’t understand the new technologies farmers

were integrating into their production: precision farming, use of

geo-stationary satellites, the Internet. Even people in farmers’ own

hometowns didn’t realize that their average asset base was dollars 1.4

million.

There was obviously an information gap between the 2% of the population

that feeds the rest of the world and the world surrounding them.

Strategy

In short, farmers asked for a voice - a way to create a dialogue and be

heard. Based on its face-to-face research, DuPont turned to its PR

agency of record, Rowland Worldwide, to develop specific strategies.

Rowland engaged News/Broadcast Network, who in turn took the problem and

proposed a highly creative solution. That’s how the idea of a syndicated

radio show was born.

Tactics

The idea was to equip a field reporter with a mobile home and

radio-production gear and send him out to develop one-minute stories

that would then be distributed to hundreds of radio stations

nationwide.

Starting in January 1997, N/BN was given a budget and the go signal for

an April 1997 launch of the radio media tour (RMT). ’We wanted a

credible, traveling syndicated radio program, that was pre-booked on

more than 100 radio stations and distributed via satellite to 2,500

more,’ says Mike Hill, president of N/BN. ’The schedule called for seven

months of travel through 13 Midwestern states.’ The team at N/BN did a

number of tasks simultaneously. These included developing a network of

’cleared’ radio stations in key states and auditioning, selecting and

training a radio broadcast producer and on-air talent.

The audio team also had to buy a Class A recreational vehicle (RV),

purchase and install a complete digital audiotape studio in the RV, and

license and produce music for use on the RMT. The N/BN crew worked

closely with Rowland on logos and signage for the vehicle and its

promotional materials as well as tour routes.

The 1997 version of FarmFront Radio launched on April 30 from St.

Louis.

And from the beginning, the flexibility of the program was key to its

ongoing success.

The distribution process designed by N/BN allowed radio stations and

networks to access FarmFront Radio stories from two separate satellite

feeds, custom feeds via phone lines as well as the National Association

of Farm Broadcasters hi tech line.

The 1997 FarmFront Radio reporter was Matthew Fisher, who toured for

eight months in the RV that mostly doubled as his home. Fisher’s

stories, both scripts and audio, were available on the DuPont web site

at www.dupont.com/ag/us.

Results

More than 21,948 broadcasts over Fisher’s eight months on the road

yielded 85,600,000 impressions. The program was lauded by broadcasters,

and won Creativity in Public Relations Awards in both the Agribusiness

and Technical Excellence categories.

The ’97 tour was so successful that Dupont put a second tour out in

1998, hosted by broadcaster Eric Thompson, formerly of KZAT in Tama,

Iowa. He was supported by a network of field reporters, who were

agricultural students paid by a foundation grant.

N/BN asked for an increase in stories to three per week, for a total of

105 episodes, which ran through December 1998. The second RMT generated

more than 120 million impressions, Rowland sources report.

Future

’The program achieved a sort of snowball effect,’ helped along by local

word of mouth each time the van appeared in town, explains Cunnane. ’The

response was 100% positive.’ DuPont remains committed to radio as a

means of reaching key publics.

Since the company acquired Pioneer Hybrid International, it has launched

the studio-based radio show called ’AgriTalk’.

’At the moment, we’re going through something of a restructure, but once

we’ve identified our strategy for the future, we may well bring back

FarmFront Radio,’ Cunnane predicts.

Mark Tungate

EVENT MARKETING

Raising the roof for opening

Client: Red Roof Inns (Columbus, OH)

PR Team: Buchanan & Associates (Dublin, OH)

Campaign: Breakfast for 20,000 on the roof

Time Frame: March to April 1999

Budget:dollars 20,000 per event

Mailing out eggs was just one of the concepts that Red Roof Inns

’cooked’ up to publicize the hotel chain’s grand opening in the Denver

International Airport.

In recent years, Red Roof’s ownership policy has shifted from

company-owned to franchised inns. In April 1999, Buchanan & Associates,

Red Roof Inns’ PR agency, staged an event that marked an important stage

in the company’s history.

Not only was this the 300th inn opening, but it was the first-ever

airport opening in Denver. Competition was stiff with a popular regional

chain, Red Lion Inns, sharing the same target market and coincidentally,

a portion of the hotel’s name. Although Denver’s Red Roof Inn had

officially been open for 90 days, occupancy rates were hovering at 20%,

well below the chain’s national 70% average. ’It was very important not

only to have franchise success,’ says Jack Buchanan, PR firm principal,

’but also to put heads in the beds.’

Strategy

’We needed to make our mark quickly,’ agrees Gail Whitcomb, director of

corporate communications at Red Roof Inns. The PR team also wanted to

build the brand name of Red Roof Inns in the economy lodging segment,

and portray its personality as ’fun and quirky.’ Plus, it needed to

ensure the Denver airport franchisee’s success to build its reputation

for future locations. But the most important goal was to increase

occupancy rates. To do all this, the PR team needed to catch the eye of

the media and ’the folks at the airport who would be able to recommend

the hotel to travelers,’ says Whitcomb.

Tactics

The solution was ’Breakfast for 20,000 on the Roof.’ All 20,000 airport

personnel, from baggage handlers to airline crews, were invited to this

event on the morning of April 9th. A genuine Midwestern bacon-and-eggs

breakfast was served by Inn personnel from 5 to 10:30 am, without

fanfare or grand speeches. Since a significant number of the airport

personnel are traditional, budget-conscious Red Roof Inns customers,

this was a way to allow potential patrons to experience the new property

firsthand.

Two weeks before the breakfast, all airport vendors received a letter

containing invitations for themselves and a dozen other guests. Letters

were delivered in person by Red Roof Inn ’greeters’. Airport staff were

thrilled with this personal touch. ’It made a change from the unhappy

travelers they’re normally dealing with,’ Whitcomb recalls.

Life-size cutouts and posters of Martin Mull, the 13-year company

spokesperson, were displayed throughout the airport. According to

Whitcomb, Mull is the ideal embodiment of the Red Roof Inn personality

with his ’eccentric and quirky’ character.

The mini cartons of hollowed-out eggs were hand-delivered to key media,

along with media kits and press releases. The Mayor of Denver was also

invited, but only on the condition that he bring his secretary.

On the day of the breakfast, Red Roof Inn executives and franchisee

staff personally served the airport employees. ’It was a chance to bring

out the Midwestern values of the inn,’ says Buchanan, ’and show people

that we are just fun, honest, regular folks.’ Two roundtrip airline

tickets, 250 free hotel night stays, and T-shirts were given out at the

event.

Results

More than 550 airport employees stopped in for breakfast, along with

local TV and major newspaper reporters. Local radio stations interviewed

Red Roof staff live at the event. ’We were surprised that people were at

the door of the hotel at 5 am,’ says Whitcomb. ’People even came all the

way to the airport on their day off.’ The variety of people - from

pilots to policemen - that showed up, were even more of a surprise Total

media impressions were 650,000, Buchanan reports.

For the first three nights following the event, a majority of the Inn’s

guests were walk-ins. Occupancy rates went up immediately, and have

continued to rise about 10% for the current period.

The franchise owner, an operator of 37 other properties, called it one

of the most successful hotel openings he had seen. Due to its success,

the breakfast event has become a prototype for all future airport

openings across the country.

Future

The same prototype was used to open the Red Roof Inn at Phoenix’s Sky

Harbor Airport at the end of June. Inns at the Seattle and Portland

airports will be opened in August and September. ’In another 6 to 12

months we may even do an opening in Manhattan,’ adds Whitcomb.

Falguni Mehta

EVENT MARKETING

Hoop dreams & happy meals

Client: McDonald’s Corp. (Oak Brook, IL)

PR Team:: Golin/Harris International (Chicago)

Campaign: Recharging McDonald’s All-American Basketball Game

Time Frame: July 1998 to March 1999

Budget: dollars 100,000

For more than 15 years, McDonald’s sponsored the only high school,

all-star basketball game in the country. The event has raised more than

dollars 2 million for charities dedicated to sick kids and their

families, including famous Ronald McDonald House. The games have been

played in differenct locations each year, ranging from big cities to

small towns. This year’s game was held in Ames, Iowa.

High-profile NBA stars, such as Michael Jordan, Patrick Ewing and Magic

Johnson, participated as high schoolers. Virtually all of the players

(98%) in the annual event eventually receive pro-basketball

contracts.

But several years ago, other marketers started running all-star

basketball games and McDonald’s faced competition for players, sites and

media publicity.

’It is definitely the most prestigious game for players to appear in,

but the general public came to think of it as just another high school

all-star basketball game,’ says Kevin Bradbury, account supervisor at

Golin/Harris, Chicago. So G/H was challenged to inject new life into the

game.

Strategy

According to Bradbury, the strategy was twofold: to generate excitement

among McDonald’s employees and to find ways to create excitement about

the game itself. The PR team set out to devise a fun and compelling

program at McDonald’s headquarters that educated its employees on the

history of the game.

Tactics

The PR team used the McDonald’s restaurant in its Oak Brook, IL, home

office as All-American Game headquarters. Photos of past all-American

players who went on to the NBA were displayed, as were NCAA

standouts.

Employees competed in a trivia contest with the chance to win a game

ball signed by the team. Key game statistics and historical highlights

from past contests were available on site and a video highlight reel ran

continuously.

In addition, four current Chicago Bulls - Bill Wennington, Andrew Lang,

Keith Booth and Cory Benjamin - who had previously played in the

McDonald’s game held an employee autograph session.

In another tactic, John Charlesworth, the fast-food chain’s midwest

division president, along with former coach John Wooden, spoke at a

formal banquet for the 1999 players. Ken Barun, Ronald McDonald House

Charities president and CEO, gave a live ESPN courtside interview during

the game telecast.

Working without the benefit of paid advertising, the PR team paid

special attention to the sports media: For the first time, a media game

guide was published. Another first was retiring Michael Jordan’s number

23 McDonald’s All-American jersey in honor of his retirement from the

NBA. The event capitalized on March Madness bydistributing a press

release announcing teams in the Sweet Sixteen of the NCAA college

tournament that had players who were former McDonald’s

All-Americans.

Results

There were approximately 400 million media impressions with more than

1,200 point placements and 100 broadcast segments. Bradbury adds that

there were eight nationally distributed AP photos.

The ’99 high school All-Americans appeared on the Rosie O’Donnell Show

and on ESPN in a special program, ’A Week In The Life of a McDonald’s

All-American.’ Perhaps more importantly, the game raised money for this

year’s designated charity, Ronald McDonald House Charities of Central

Iowa.

Future

Bradbury said Golin/Harris will examine last year’s PR effort, see how

they have raised expectations and take those ideas and improve them each

year.

’We learned that you don’t necessarily have to reinvent the wheel with

an existing program, but should be open to adding elements that will

enhance the program and give it a new and different feel.’ That sounds

like a winning long-term proposition.

Alan Salomon

MEDIA RELATIONS

Changing the Latino image

Client: National Council of La Raza (Washington, DC)

PR Team: Capitoline/Manning Selvage &Lee (Washington, DC)

Campaign: Latinos on TV

Time Frame: 1994 to present

Budget: dollars 300,000

ABC network’sbroadcast on of the American Latino Media Arts Awards

(ALMA) on June 3 for best performances in film, TV and music videos drew

more than 5 million viewers. While the program recognized and

highlighted the talented Latino population, surprisingly, more Latinos

were shown on TV in the 1950s than in the early 1990s. To increase

awareness of this ethnic group in entertaiment, the National Council of

La Raza (NCLA) initiated a campaign with Manning Selvage & Lee.

Strategy

Managing director Joe Gleason and VP Kathy Mimberg of MS&L helped NCLR

to implement a carrot-and-stick strategy. First, the PR team wanted to

educate the networks, corporate sponsors, and public about how

underrepresented and distorted their portrayal of Latinos was on prime

time TV. At the same time, NCLR’s longer-range goal was to showcase

Latino performers and to promote positive portrayals of

Latino-Americans.

Tactics

NCLR commissioned a report by the Center for Media and Public Affairs

that assessed the portrayal of Latinos on TV.

The report found that when Latinos were shown ’their

portrayal ... reinforces crude and demeaning cultural stereotypes.

Positive media portrayals of Latinos are also uncommon.’ Reality-based

shows such as America’s Most Wanted and Cops tended to affirm the

stereotypes shown in entertainment programming.

Right before the Emmy awards were telecast in September 1994, the PR

team held a press conference was held at the National Press Club to

release the report, ’Distorted Reality.’ The event generated news

coverage in The Los Angeles Times, a key target to reach Hollywood, and

other national newspapers. While the networks covered the press

conference, they never received broadcast clips from it. However,

satellite feeds featuring clips from the conference were sent to local

stations in selected markets.

A follow-up study was issued in April 1996 that discovered ’some welcome

progress,’ recalls NCLR VP for Communications Lisa Navarrete. Corporate

members of NCLR’s board also persuaded the networks to feature Latinos

in more positive roles. One corporate PR executive disclaimed a desire

to ’dictate’ program content - controlling broad cast ad dollars to

influence programming - but emphasizes, ’We want our commercial messages

to appear in appropriate programming.’

Results

ABC now broadcasts the ALMAs, and NCLR produces the program. Navarrete

credits the campaign with bringing ’this long simmering issue’ to the

forefront of the entertainment industry.

Future

The Screen Actors Guild recently released a report that argues the

entertainment industry still tends to ignore the fast-growing Latino

market. So, La Raza says, there’s more work to be done.

Steve Lilienthal.

This article was first published on PR Week USA