THE HOLMES REPORT • Buyce Joins Coyne as EVP, Client Services • 10.25.10

PARSIPPANY, NJ—Coyne Public Relations has hired Brad Buyce as executive vice president of client services. In this newly created position, Buyce will provide overall strategic direction for existing accounts as well as program development and creative for new business opportunities and will serve as a member of the agency’s executive leadership team.

Buyce joins Coyne PR from PainePR, where he served as a managing partner and general manager of the agency’s New York office. During his tenure with PainePR, he oversaw agency operations, staffing and marketing, and also sat on the agency’s management. He also led successful new business pitches for clients such as Sony and Cadbury.

Prior to joining PainePR, Buyce spent 12 years at Ketchum, moving up the ranks to senior vice president ad associate director in the brand marketing practice, managing accounts including Best Buy, Absolut Spirits Co., Cadbury-Adams, Chrysler, Philips Lighting Company, Federated Department Stores, Gillette and Visa. He began his career at Cohn & Wolfe.

PRWEEK • B-to-B Entities Add Consumers to Overall Outreach Initiatives • 11.01.10

Though a traditional b-to-b packaging company, Sealed Air has recently invested additional resources in consumer promotion of its flagship brand Bubble Wrap. It's an effort that Ken Aurichio, director of corporate communications, explains could help differentiate the trademarked brand from generic competition, catch the eye of industrial application businesses and retail partners such as Staples, and build its reputation among stakeholders.

“We want people to understand it's a brand trademarked by Sealed Air,” he says. “It will help our bidding when we want the product to be carried at retail and in stores.”

Throughout 2011, with the support of Coyne PR, Sealed Air will expand its annual young inventor competition – inventors must use Bubble Wrap – by providing more in-depth teacher curriculum materials around innovation and sustainability, a core message for the company, adds Aurichio.

The company also recently sent customized Bubble Wrap to New York Yankee Derek Jeter to protect him from the Sports Illustrated “cover jinx” after his teammates who were featured on the magazine's front page got injured.

“It's not just about promoting Bubble Wrap, but building a reputation for Sealed Air,” he says. “It's important we have a strong reputation with stakeholders.”

Indeed, with consumers having more access to information about the makeup of the products they use, b-to-b companies are relying more on the influence of their customer's customer to help improve business relationships.

Giovanna Lemos, manager of US and Canada communications for Tetra Pak, another packaging company with a fairly new b-to-c approach, attributes the trend to the digital landscape.

Last year, the company positioned its brand as eco-friendly with a Fashion Week sponsorship. It targeted both consumer and trade titles to reach agency executives who have the power to “send a message to brand owners and marketers at consumer packaged goods companies.”

Innovative thinking
This June, during International Dairy Month, Tetra Pak talked to bloggers about the importance of drinking milk and the benefits of its carbon packages in that category. In its most recent initiative, which wrapped up at the end of October, the company launched a juice box 30th anniversary contest, asking moms to post “Celebrate the Juice Box”-themed music videos on a microsite.

“A communications team at a b-to-b company must think what will help support the business,” says Lemos. “It's an opportunity to position our packaging as modern and innovative.”

Randy Pitzer, MD of Porter Novelli Chicago, agrees the digital landscape has influenced the acceleration of the trend. He adds that business PR and thought- leadership activities play a key role in building consumer influence and showcasing knowledge about their “customer's customer.”

“The b-to-b sell takes effort,” say Pitzer. “If we can help a b-to-b demonstrate that it really knows its customer's business, it helps build a b-to-b relationship that's long-term, ingrained, and hard to win back if you lose it.”

Ortholite, an athletic shoe insole that began selling directly to consumers via Amazon in May, proves this concept effective with its new b-to-c marketing efforts. The latest is a cause partnership with Level Field Fund – swimming superstar Michael Phelps is among its supporters –to help aspiring athletes by donating a dollar of every insole sold.

“We have started to develop great consumer recognition due to co-branding,” says Ortholite president Pam Gelsomini. “[The buzz] has created for us a new level of interest and respect from our branded business partners.”

The company's consumer marketing tactics include media relations, SEO, and coupon distribution largely via blogs.

“There's been a great reaction,” she says. “We were just in Shape. PR is slowly starting to pick up.”

Gelsomini expects that the company will expand its consumer offerings in the near future.

THE PIONEER: INTEL

Marketers refer to semiconductor company Intel as one of the first b-to-b brands to market directly to the consumer, promoting its processors that power brand-name computers.

“Not many years ago, if you mentioned the word ‘microprocessor,' you'd likely get mystified stares from consumers,” notes the company's website, “but today, many personal computer users can recite the specification and speed of the processor.”

For “Exercise Your Core,” a recent campaign for a new line of processors, Intel tapped soccer star Mia Hamm as a celebrity spokesperson, a strategy new to the company.

From the November 01, 2010 Issue of PRWeek

PRWEEK • Media jumps for Stratosphere Hotel & Casino • 10.15.10

Tanya Lewis
October 15, 2010

Client: Stratosphere Hotel & Casino (Las Vegas)
Agency: Coyne PR (Parsippany, NJ)


Campaign: SkyJump Las Vegas launch 


Duration: March - April 2010 


Budget: $100,000

John Moran, VP of marketing at American Casino & Entertainment Properties, says the April 20 launch of Stratosphere Hotel & Casino's SkyJump attraction kicked off a $20 million remodel of the property. Coyne PR devised a national campaign to promote the launch of the thrill ride, which is a controlled free fall in which jumpers descend 900 feet.

“We wanted national exposure on the launch because [SkyJump] is the North American exclusive and the highest in the world,” Moran says.

Strategy:
John Gogarty, SVP at Coyne, explains it was a key strategy to get reporters to jump, so they could capture the height and intensity of SkyJump on video and in photos. Today got an exclusive first jump, and AP got the print exclusive. Stratosphere hosted a media event for local outlets on April 20.

Skyjumplasvegas.com, blogger relations, and social media outreach drove awareness online.

Tactics:
The team targeted consumer, travel, and adventure media and bloggers, while using Twitter and Facebook to challenge audiences to try SkyJump, issue celebrity and media invites, and post photos and videos.

Today correspondent Jenna Wolfe taped a five-minute segment with her jump on April 15, which aired on April 20.

Local reporters jumped live on air at the April 20 event. Head-mounted cameras captured jumpers' reactions, while broadcast stations sent traffic helicopters to film jump footage, and platform and ground cameras also got shots. Las Vegas mayor Oscar B. Goodman attended the launch and declared April 20 “SkyJump Day.”

Coyne and Stratosphere posted b-roll featuring celebrity jumpers, such as NASCAR's Kurt Busch, on YouTube.

Results:
Moran considers the campaign “extremely successful.” He reports SkyJump is averaging 114 jumps per day, with 15,166 total jumpers by early October. Since its April 20 launch, the website has attracted 190,652 unique visitors and 823,409 page views. The event earned more than 443 million impressions in outlets such as CNN and Fox and Friends, including more than 700 TV segments and 511 online stories.
 


Future:
Moran's in-house team is currently promoting the remodel, which is scheduled to wrap up in late December. He was very pleased with Coyne, and says he would hire the agency for another project.

PRWEEK • Goodyear Drives Results with 'Troops' Campaign • 09.24.10

Tanya Lewis
September 24, 2010

Client: Goodyear (Akron, OH)
Agency: Coyne PR (Parsippany, NJ)
Campaign: Support Our Troops Initiative
Duration: July – November 2010
Budget: $70,000

Goodyear is the exclusive supplier of racing tires for NASCAR's top three circuits, and this year it used branding space on racing tires to benefit the nonprofit Support Our Troops (SOT).

Ed Markey, VP of PR for Goodyear's North American Tire division says the idea grew from a “what if” discussion about trying something new on sidewalls. “Support Our Troops” was printed on racing tires, which were auctioned to benefit the nonprofit. Coyne PR, AOR for Goodyear's North American consumer business, helped execute the campaign.

Strategy:
Kris Kienzl, Goodyear's NASCAR marketing manager, explains that benefiting SOT made sense as both NASCAR and Goodyear have historically supported the military.

“We [wanted] to give back,” Kienzl says. “It had to be credible and meaningful to Goodyear, NASCAR, and the people who would see it.”

The tires debuted at NASCAR's Sprint Cup and Nationwide Series races over the July 4th weekend. Goodyear continues to conduct fundraising at GoodyearSupportOurTroops.com, where visitors could bid on tires autographed by drivers, and can still donate. Goodyear contributed a $20,000 gift. Media relations and advertising drove awareness.

Tactics:
NASCAR driver Clint Bowyer and Martin Boire, executive director of SOT, conducted a July 1 SMT announcing the campaign and unveiling the tires. Bowyer also taped an ANR that was distributed nationally. A press conference at Daytona with Goodyear representatives, Boire, and NASCAR driver Ryan Newman followed on July 2.

Geoff Phelps, Coyne VP, says targets included consumer media, tire trades, sports outlets, and key NASCAR bloggers. The team worked closely with SOT on press events and in reaching military media and dailies.

Goodyear.com's homepage was redesigned to integrate campaign information and links to GoodyearSupportOurTroops.com, which includes more than 20 “thank you” video messages from NASCAR drivers that visitors can email to military personnel. Drivers autographed tires after the races, and the auction ran online July 3 to July 17. Other fundraising efforts include dealer contributions and consumer rebates benefiting SOT.

Two autographed tires are currently circulating through military camps in Afghanistan and Iraq.

Results:
The campaign has raised more than $60,000 raised for SOT to date, Kienzl says. As of September 15, visitors to the website topped 240,000.

Media coverage included outlets such USA Today, CNN Headline News, and the AP.

Future:
The team is preparing for a November 14 press conference and check presentation to Support Our Troops at the Cobalt Tools 500 race in Phoenix.

PRWEEK • MASTER CLASS: What's the Best Way to Use an Exclusive as Part of a Media Relations Strategy? • 08.01.10

August 1, 2010
Panel
Bruce Bobbins
EVP, DKC
bruce_bobbins@dkcnews.com

Wayne Catan
VP, senior media specialist, Coyne PR
wcatan@coynepr.com

Lauren Glicken O'Leary
VP, Lippe Taylor
LoLeary@lippetaylor.com

Nick Ragone
Partner, associate director, Ketchum New York
nick.ragone@ketchum.com

Michael Schiferl
EVP, director of media relations, Weber Shandwick
mschiferl@webershandwick.com

To (loosely) paraphrase the Bard: "To give an exclusive or not give an exclusive: that is the question."

The answer is how best to generate considerable media for your client. Casting a net far and wide on a story of national import will net considerable coverage. Yet, for my money, an exclusive gives the best bang for the buck. When executed properly, it will not only secure a significant story in a major outlet, it can also be leveraged to gain other substantial hits, but it depends on several factors:

• News value. Reserve your exclusive for news both your client and its various audiences, most notably the public at large, will find significant. The findings of a study on a new cancer treatment, the discovery of a fossil of a new human ancestor, or a celebrity's mea culpa and rebranding effort can all warrant the exclusivity treatment. Conversely, a fast-food market's grand opening does not.


• Media outlet. Generally speaking, exclusives should be offered to the biggest outlets, such as The New York Times, The Wall Street Journal, USA Today, People, 60 Minutes, Today, and Good Morning America. They have the biggest audiences and affect the widest constituency. The dominant outlet in a client's particular market or industry might also be preferred.


• Relationships. Albeit hackneyed, the axiom "It's not what you know, it's who you know" maintains its relevance in securing an exclusive. Working closely with the journalist to ensure he or she has your client's key messages, appropriate interviews, relevant data, and other information in the timeliest manner is part of the equation.

Oh, one last thing: an exclusive is like a contract. Whether oral or written, it shouldn't be broken.

Bruce Bobbins, EVP, DKC
I still believe in the exclusive, especially with respected journalists such as Stuart Elliott, advertising columnist at The New York Times, or broadcast outlets such as Today. To break a unique social media campaign, you should think about Mashable or Fast Company.

Choose an outlet that makes sense depending on the audience you want to reach. For example, a financial services company makes sense for the Journal. Elliott carries a lot of weight in the ad industry, so Business Week, CNBC, the Associated Press may follow with stories. Using Elliott as an example, make sure the story is comprehensive and includes all aspects of the campaign, such as the creative inspiration, strategy behind media buys, cause-related elements, social media tactics, and much more. Elliott is now your mouthpiece. The word will spread virally, in a controlled manner, with Elliott's byline.

When you score a broadcast exclusive, link up with the network's PR executive to devise an overall media strategy. For example, if you are working with a 30 Rock star on a major effort, work with NBC's PR staff to secure segments on Today, Dateline, MSNBC, CNBC, and MSNBC.com. Also conduct an SMT and concentrate on NBC affiliates nationwide. Shoot behind- the-scenes footage of the NBC TV tour and post it on YouTube. Have the talent provide Facebook status updates and tweets.

Get what you want with an exclusive story. You are making the reporter, producer, and on-air talent look good.

Wayne Catan, VP, senior media specialist, Coyne PR
The goal of the editorial exclusive is to create maximum buzz with the information given, as well as the information you create. The first thing you need to do is choose your top media targets based on the story and the client's objectives. Then pitch these outlets one at a time and wait to hear from each contact before moving on to the next one.

With a simple story like a product launch, create several angles. In beauty, for example, the first outlet to contact is Women's Wear Daily to let the industry and retailers know about the launch. Then you work with a long-lead magazine like Allure or Vogue. If there is a celebrity angle, use it to book an exclusive with both a broadcast and celebrity weekly. Always include a top blogger to cover the ad shoot or film an interview with an expert.

This is your starting point, but the art of the editorial exclusive has changed dramatically with the rise of social media. When the media is together in one room, we make the mistake as publicists of thinking there is no exclusive. However, long lead still does not want to get "scooped" by the online sites. Case in point, several fashion shows have embargoed backstage to one key magazine and denied bloggers access.

What does this mean? Now we use the "exclusive" as a way to control the distribution of information. Without a big event or press conference, which runs the risk of immediate exposure, we can still secure huge buzz in a timeline that we create and control. In the end, however, if you do not want information to reach the public, don't present it to any form of media. Remember, all media is now short-lead media.

Lauren Glicken O'Leary, VP, Lippe Taylor
Given the increasingly "fractured" nature of the media landscape, exclusives remain an important tactic for any media relations strategy. The key to exclusives is knowing when to use them and when to go with a broader approach. Typically, there are three scenarios when exclusives - either print or broadcast - make the most sense:

• Get something. Often times, giving an exclusive is the difference between getting coverage versus no coverage at all for what some reporters would consider a borderline or marginal story.
  
  We often counsel clients to shop around an exclusive before putting a release out on the newswires with the hope of enticing coverage. More times than not, the lure of the exclusive will put a borderline story over the top for the reporter.


• Go deep. Exclusives are more than simply tools for enticing reporters. Increasingly, clients are looking for "high impact" stories - ones that go much deeper on their messaging and point of view. Giving an exclusive provides reporters with more time and opportunity to speak with a broader range of company executives, analysts, experts, and other influencers as they piece together their story. Of course, you have to be confident in the strength of your story, but in the end an exclusive can lead to a much more rewarding result.


• It's complicated. Sometimes it makes the most sense to give an exclusive when the story is a bit complicated.

We know that not every story is a linear one or easy to follow. For the ones that zig zag, with lots of moving parts, it's wise to focus on one reporter to make sure they get it right. It may lead to less coverage, but the final story will likely be accurate and more impactful.

Nick Ragone, partner, associate director, Ketchum New York
Exclusives seem like the vanilla in our multi-flavored world of media relations options. With citizen journalism, instant communication, and fragmented media consumption, why give a scoop to just one outlet? Like desserts, consider exclusives occasional treats.

Exclusives can create a sticky situation for PR practitioners: deepen relationships with one outlet while risk alienating others. If you do serve up exclusives, consider:

• Exclusive menu board. Make your expectations clear - including timing and other outreach plans. Some outlets require category exclusives only. For example, a TV entertainment outlet may be content getting an interview its competitor doesn't while understanding your story will be out else- where, even in advance. Others have stricter, narrower views regarding "exclusives."


• Broadcast media split. Guests can't usually appear live on two programs simultaneously, and many programs refuse to schedule guests who appear on other shows. Target outlets with the best reach to your key stakeholders. Beyond just viewership numbers, consider demographics, segment length, additional segment distribution, and how it will be promoted, including via social media.


• Sour taste. Blogs, tweets, websites, and other leaks of your news prior to mutually agreed exclusive timing could anger outlets and taint long-term media relationships. Be clear with internal audiences, staff, and partners on your exclusive agreement parameters.


• Sweeten the deal. Exclusives may work well for complex and longer-form stories, particularly with business, technology, and medical stories. If your end goal is a promi-nent feature versus wider coverage, a high and request much from the outlet in exchange for the exclusive.


• Share the treat. Once a story is out, leverage it with others, including directly to stakeholders and other outlets, including social media.

Michael Schiferl, EVP, director of media relations, Weber Shandwick

The Takeaway

1. You can create a variety of "exclusives" among different types of media platforms by creating unique angles


2. Be strategic about what is a true exclusive. Without truly breaking news, it's not worth risking media relationships


3. Exclusives can be used for stories that are complicated and require more detail

From the August 01, 2010 Issue of PRWeek

PRWEEK • Coyne Names Shea SVP of Digital Media • 07.09.10

Alexandra Bruell, July 09, 2010 PARSIPPANY, NJ: Coyne Public Relations hired Tracy Shea as SVP of digital media. In the newly created position, he will develop and execute digital and social media programs in an effort to expand the agency's digital and social offerings. Shea was most recently SVP of US Creative at Edelman, where he oversaw strategy and execution for traditional and alternative content and communication.

BRANDWEEK • Seventh Generation Asks Bloggers to Lay It on the Line • 06.27.10

Aiming to shore up its green credentials, Seventh Generation has issued a 30-day challenge to bloggers to wash their clothes with cold water and then line dry them.

The brand, known for eco-friendly household cleaners, dishwashing soap and diapers, among other items, calls the initiative its “Project Laundry Line Challenge.” The effort builds on a previous cold-water washing program called “Get out of hot water," which didn’t promote line drying.

Maureen Wolpert, Seventh Generation’s brand marketing director, called the movement “a simple thing to do that benefits generations.”

Seventh Generation partnered with Project Laundry List—a nonprofit organization that educates consumers on the benefits of cold-water washing and line drying—for the effort. Last month, it mailed out test kits containing clothes pins, a portable clothes drying rack, laundry hamper, flip cam and a bottle of natural cleaning detergent to bloggers. It then asked recipients to document their experiences via videos and online posts. (These consumers were also instructed to disclose their acceptance of the kit due to federal blogging guidelines.) A microsite, dubbed Laundry Revolution, kicks off this week and asks consumers to join the grassroots effort. Coyne Public Relations handled media and blogger outreach.

In a video posted to her site, one such consumer, Gem, a mother of two who writes the blog “Sage and Savvy,” said that line drying has its pros and cons. On the one hand, it saves energy. But there are some qualms, like concerns about bacteria, stiff clothes and the length of time it takes to air dry. “I’m a bit of a germophobe, so the thought of not being able to use the dryer and its heat to kill whatever germs that may still be lingering on the clothes after cold-water washing does bother me a bit,” she says in the video.

Though some housing associations ban line drying for aesthetic reasons, the practice may be catching on. A survey by Seventh Generation showed 28 percent of people “line dry wet laundry items to save money.”

Seventh Generation isn’t the first brand to tout the benefits of cold-water washing. In the ‘60s, Procter & Gamble hyped its Cheer detergent as “All-Temperature Cheer,” but the selling point was versatility—different clothes needed to be washed at different temperatures, so a detergent that could be used for hot, warm and cold was a differentiating factor. Recently, Procter & Gamble introduced a cold-water version of Tide in 2005 that was touted as an energy saver. Unlike Seventh Generation’s, P&G’s detergent, however, is not made of “natural” ingredients. “Just because a detergent is ‘natural’ doesn’t mean it’s necessarily better for the environment,” said P&G rep Lauren Thaman, adding that the two are not “synonymous.”

Joel Makower, exec editor of Greener World Media, said Seventh Generation’s challenge is modest enough to work: “It’s a small change that customers can do, without compromise, and saves money, too. People are looking for small changes, not large ones, so this fits.”

Robson Grieve, president of Creature, a Seattle-based agency, also lauded the approach. “It’s not [about] who is going to get the stain out, but how the stain fits into your lifestyle,” he said, adding that the effort “melds social responsibility with doing [your] laundry,” which makes it “a lot stronger.”

Long term though, the initiative’s success rests on whether or not Seventh Generation can get consumers to change their clothes washing—and drying—habits, to the point where consumers naturally line dry their clothes not because “it’s the right thing to do,” but because it’s become a normal part of the laundry process, he said.

PRWEEK • Skechers Taps Coyne as AOR for Performance Footwear • 06.25.10

MANHATTAN BEACH, CA: Skechers hired Coyne PR as its AOR for its performance footwear portfolio, including Shape-ups and walking and running shoes, effective June 1. The agency will handle media and blogger outreach and collaborate with the company's creative agencies on digital initiatives, explained Coyne CEO Tom Coyne.

“One of the biggest parts of their story now is in the toning category,” said Coyne. “We're continuing to help them communicate their leadership position.”

The brand had issued an RFP to a number of agencies, including Coyne, in late 2009. Weber Shandwick worked on the account between January and May.

"After our own review, we decided this business wasn't the right fit for us and resigned the business," said Jennifer Norton, VP of corporate communications at Weber Shandwick. "We wish them well."

The company reconnected with Coyne in May, but did not issue another formal RFP, Coyne confirmed. 

Skechers declined to comment for this story.

The team is currently working on a July launch campaign for the brand's new Shape-ups SRR Resistance Runner. Though Coyne would not yet discuss the effort in detail, he said the agency will reach out to “serious running media” and influencers, targeting athletes and consumers on a national level.  

The agency will also work with Skechers spokespeople Joe Montana and Denise Austin to activate PR programs and product launches throughout 2010.

O'DWYER'S PR REPORT • Milk-Bone Discovers the Good in Giving • 05.28.10

Client: Milk-Bone dog snacks (San Francisco)
Agency: Coyne PR (Parsippany, NJ)
Campaign: It's Good to Give
Budget: $450,000 (PR portion)
Duration: September 2009 – April 2010

Bryson Thornton, senior manager of marketing communications and PR for Del Monte Foods, says the company wanted to differentiate Milk-Bone as a brand that gives back. Coyne PR (AOR for all pet products) helped create a campaign around M-B's sponsorship of “Through a Dog's Eyes,” a PBS documentary about its long-time nonprofit partner Canine Assistants (CA), which provides assistance dogs to the disabled. The effort was part of the larger “It's Good to Give” campaign that includes advertising and social media (which Thornton says isn't handled by PR).

Jennifer Kamienski, VP at Coyne, explains that increasing awareness of CA and the film was the primary goal.

Strategy
National print and broadcast ads promoting Milk-Bone's 13-year relationship with CA and the documentary sponsorship launched in September. Multiple phases of media relations followed. 

To entice media, the team secured actor Neil Patrick Harris to narrate the film, which aired April 21. It also worked with CA to identify people with CA dogs who were willing to tell their stories.

Tactics
Kamienski says the team pitched trade media about Milk-Bone's return to TV advertising after a 10-year hiatus. The New York Times got an exclusive on the ad launch. That this was Milk-Bone's first documentary sponsorship was also emphasized.

CA founder Jennifer Arnold, 25 recipients of CA dogs, and Harris were media trained to work in Milk-Bone messaging when appropriate.  The team also pitched local market media stories about CA recipients. Other targets included national consumer outlets, TV critics, pet outlets and bloggers, and celebrity writers. 

AP and Extra were given exclusives on Harris' involvement. He was also booked on The View and The Early Show.

Kamienski says a link to the trailer on PBS's YouTube page was included in all pitches after PBS mentioned views were low.

Results:
“This campaign is a benchmark…from a PR perspective and a relationship perspective in identifying and aligning with a…meaningful cause,” says Thornton, noting also that sales increased during the campaign and that Milk-Bone received positive feedback through multiple channels.

According to Coyne, Canineassistants.org traffic increased 700% the week of April 11 and CA got donations from 300 new people from April 21 to April 28. 

Coyne reports PBS's YouTube trailer (posted March 25) had 50,000 views on April 19 compared to less than 3,000 previously. Current views are more than 60,000. 

Media impressions exceeded 1 billion in outlets including The Washington Post, Brandweek, and PerezHilton.com.

O'DWYER'S PR REPORT • Coyne Pitch Wins Big For Sealed Air • 05.13.10

A brainstorm from an assistant account executive at Coyne PR and some serendipitous timing helped the firm score a major sports PR coup over the weekend across a variety of national media for client Sealed Air, the New Jersey-based maker of Bubble Wrap.

The PR photo seen around the sports world last week.

Coyne, based in Parsippany and populated by a contingent of New York Yankees fans, placed a photo of its client's product at the center of one of sports' biggest rivalries – Yankees vs. the Boston Red Sox – with a PR push conceived and mobilized in 24 hours on Thurs., May 6.

With a three-game series between the two teams starting May 7, including two nationally televised games, Coyne AA/E Andrew Testa floated the idea to send Bubble Wrap to the Yankees as a small spate of injuries, starting with pitcher Andy Pettitte, hit the team.

Joe Gargiulo, VP at Coyne, told O'Dwyer's that Testa brought up the pitch after Pettitte was hurt on Wed., May 5, the Yankees final game before the Boston series.

That injury was followed by a handful of others on the team and came in the aftermath of four Yankees players appearing on the cover Sports Illustrated, a well-known editorial curse that allegedly brings misfortune to athletes who grace the magazine's front page.

"We thought of it as tying in an old jinx that everyone knows and creating a unique visual that could carry the day," said Gargiulo, who praised the relatively new client (six months) for being open to the unconventional idea and "letting us run with it and run fast."

The unique visual turned out to be an employee at Sealed Air's New Jersey factory loading a pinstriped roll of Bubble Wrap emblazoned with Derek Jeter's iconic No. 2 into a box addressed to Fenway Park. [Three of the four Yankees on the SI cover were hurt and Jeter was the healthy fourth.] The result was a spate of coverage of the PR photo across national and local daily newspapers, as well as online and broadcast outlets like FOX and ESPN. And the huge PR hit came without ever issuing a press release.

Ken Aurichio, director of corporate communications for Sealed Air, called the resulting coverage "amazing," noting that FOX announcer Joe Buck even mentioned the stunt on the air during a Yankees-Red Sox telecast.

A "SportsCenter" reporter mentioned the stunt while sitting on a roll of Bubble Wrap in the ESPN studio on air.

The photo and a letter from a Sealed Air executive were sent to reporters, starting with Sports Illustrated and the coverage grew from there.

"It was a fun story where everything just aligned for us perfectly," said Gargiulo.

PRWEEK • Sealed Air Clarifies that Bubble Wrap is a Brand • 04.16.10

Client: Sealed Air Corporation (Elmwood Park, NJ)
Agency: Coyne PR (Parsippany, NJ)
Campaign: The Pop Heard Round the World – Bubble Wrap's 50th Anniversary
Date: December 15, 2009- February 15, 2010
Budget: $100,000

While most people recognize Bubble Wrap, some are unaware that it is a brand name and not just a generic term for the packaging material.

"Protecting the brand and logo is extremely important because it helps get our product sold at retail,” says Ken Aurichio, director of corporate communications at Sealed Air Corporation. “Our 50th birthday was a great time to reinforce that Bubble Wrap is a brand.”

Sealed Air hired Coyne PR to develop and execute a global media relations campaign to reinforce that message around the anniversary of the product.

Strategy
To maximize impact, the campaign focused the celebration on January 25, which is recognized by Chase's Calendar of Events as “Bubble Wrap Appreciation Day,” Aurichio says.

William Gray, VP of marketing for Sealed Air and a 35-year veteran of the company, served as spokesperson during the broadcast, print, and online outreach. He was dubbed “Professor of Popology.” Outreach was global, Aurichio notes, because more than half of Sealed Air's business is outside the US.

Tactics
Sealed Air and Coyne provided top-tier general consumer outlets with media kits, which included "cakes" made out of gold Bubble Wrap, a list of the top 50 uses for Bubble Wrap, and brand history information. Gray also conducted an SMT.

Geoffrey Phelps, VP at Coyne, adds that the campaign did extensive local outreach to get TV outlets to use Bubble Wrap in on-air celebrations. The company also incorporated Bubble Wrap's Facebook page into the celebration and encouraged fans to visit BubbleWrapFun.com.

Results
The campaign garnered more than 600 million media impressions, including CNN Europe, China National TV, and Good Morning America.

“We've never gotten close to this scale of global coverage,” Aurichio says.

Joe Gargiulo, VP at Coyne, reports “Bubble Wrap Appreciation Day” was the fifth most searched term on Yahoo on January 25. On the same day, traffic to BubbleWrapFun.com was four times that of Bubble Wrap Appreciation Day 2009, and Bubble Wrap gained approximately 1,300 Facebook fans during the week of January 25.

Future
Sealed Air plans to continue working with Coyne on a sustainability program.

Fordham Magazine Highlights Richard Lukis • Spring 2009

Richard Lukis was appointed vice president of the Public Relations Society of America’s New Jersey Chapter. He was also recently promoted to president of Coyne Public Relations. He has been with the Parsippany, N.J.-based public relations firm for more than a decade, most recently as the executive vice president.

O'DWYER'S PR REPORT • Getting the Measurements Right with Social Media • April 2009

Companies implementing social media strategies face a dilemma. How do you measure the brand impact of social media activity when multiple business units - many with their own sub-brand identity - promote overlapping products and solutions?

Right now, there are few measurement tools readily available to measure social media impact on the primary brand. At Coyne PR, many large clients with multiple BUs are collaborating with us to find ways to measure the social media impact to their core brand. The results have been encouraging.

Accurate return-on-investment calculations are possible in marketing activities where it’s feasible to isolate variables to identify incremental revenue. And today, the only internet-based marketing programs that can consistently generate bona fide results are pay-per-click, email direct marketing, search engine optimization, banner ad click-through and similar marketing programs. And even these initiatives can only generate reasonable ROI results for lead-generation or e-commerce-based transactions.

Social media tends to be vague and anecdotal, and because it’s a dialogue rather than a one-sided message, consumers control the passion and frequency of the conversation. From a traditional marketing perspective, it’s a difficult concept for senior management to comprehend -- much less measure with any accuracy.

With traditional customer relationship management programs, initiatives are focused on linking consumers to the company to create brand stickiness. CRM programs are measured using well-established CRM metrics, but we also know that social media activity increases corporate reputation, brand stickiness, and social engagement. Metrics for these measures are not so well defined. At Coyne PR, we have found that the best way to know how social media impacts a single brand is to directly connect social media initiatives to core brand measurement activity. So, it’s not just about jumping in on any particular social media discussion; it’s about how to direct social media activity in a way that achieves the objectives of the corporation.

From a social media perspective, several variables of brand equity can be measured including Brand Loyalty, Brand Awareness, Perceived Quality, Brand Associations and “other” proprietary brand assets which provide a competitive advantage, like brand extensions, channel member interest. These brand equity variables can be organized into three categories and correlated with social media measures.

Core Outputs
We can measure the effectiveness of social media initiatives such as whether a campaign creates positive/negative complimentary links (brand associations), or if the number of positive/negative reviews produced by community influencers increases (perceived quality), or whether the total number of people engaged in a blog discussion reflects an increase in the frequency of positive/negative company references (brand awareness and channel member interest).

Measurable Behavioral Outcomes
More difficult to capture is the measure of real behavioral change resulting from a social media program. This variable might represent the quantifiable change in the growth of key on-line influencers or an increase in traffic reflected in blog aggregators for the firm’s recently launched product or solution (brand loyalty).

Achievable Business Results
This is a measure of how the social media program, campaign, or activity helped the organization achieve a specific business objective and helps to quantify the business result. For example, we can measure the adoption rate for a new product/solution—that is, the incremental boost in sales resulting from influential social media activity, or the adoption/penetration of an integrated cross-BU solution within a pre-defined market segment based on social media initiatives.

Correlating brand equity elements with specific social media measures allows businesses to optimize social media-generated brand equity. The more companies can quantitatively measure the social impact on their brand equity, the better. The closer those measurements come to aligning specific BU business initiatives with corporate business outcomes, the better.

How rapidly people respond to a social media call-to-action, write a review, participate in a discussion or forum, or forward a recommendation to a colleague can all be actively measured. What we want to know is whether BU-generated social media efforts are having any incremental impact on the corporate brand equity, and if so, how much. So, even if a BU-initiated social media activity is producing a good return in terms of its single specific metric, if it isn't accelerating the corporate business outcome and contributing to the company’s core brand equity, then it’s time to revisit the effort.

Dr. Norman Booth, D.Litt is an Assistant Vice President at Coyne PR.

BRANDWEEK • General Mills Recruits Bloggers • April 28, 2009

Bloggers, particularly moms, are an audience of such growing importance to General Mills that the consumer-goods company has built a formal network to feed them free products and enable them to run giveaways for their audiences.

MyBlogSpark has recruited more than 900 bloggers -- over 80 percent are moms -- to register to be eligible for everything from sampling campaigns to product coupons to news of a new ad campaign. General Mills plans to use the network to promote its wide portfolio of products in the food and beverage, beauty, home, electronics, health and automotive categories.

General Mills can be confident the program will fill blogs with positive reviews. One of the requirements for participation reads: "If you feel you cannot write a positive post regarding the product or service, please contact the MyBlogSpark team before posting any content."

Stacy Becker, an account supervisor at Coyne Public Relations, which worked with General Mills to construct the program, said the clause does not constitute a requirement to write good things. "We want to know if someone does not have a good experience with one of our products so we can share [that feedback] with the brand," she wrote in an e-mail. "They are free to write anything they'd like, though."

Becker could not point to any reviews that weren't positive, but she assessed some as "not so great," adding: "We don't tell them not to write, but most want to only write positive things."

The company suggests bloggers inform readers they receive products for review, although that is not a requirement for participation in the program. It does not compensate the bloggers in any other way, according to David Witt, brand public relations manager for the company.

"We want them to disclose they're a member," he said. "We want to be really upfront."

The Federal Trade Commission has suggested it might put in place regulations requiring clearer disclosure from bloggers who review products. A half-dozen product review posts from MyBlogSpark members sampled did not include mention of General Mills. The typical disclosure was more discrete.

"If bloggers want to maintain editorial integrity, they need to disclose their variables for reviews," said Sarah Hofstetter, vp of emerging media and client strategy at 360i, which has run blog-influencer programs but is not affiliated with MyBlogSpark. "If they're only going to review things they like, they need to disclose this is part of their deal: they're receiving a lot of products from a lot of vendors and they only review what they like."

The General Mills program highlights the growing importance of bloggers to marketers, particularly packaged-goods companies. So-called "mommy bloggers" are an influential group, increasingly courted by big brands because moms control up to $2 trillion in annual spending. That's led companies like Procter & Gamble, Johnson & Johnson and Wal-Mart to up their efforts to reach them. Walmart, for example, began the much-lauded Elevenmoms program that invited a select group of mom bloggers to give product feedback on the retailer's site.

Thanks to the popularity of blogs, particularly among moms, brands can get reach that rivals or tops traditional media. The 910 blogs in MyBlogSpark draw an audience of 8 million visitors, according to General Mills.

"Some of these bloggers have bigger distribution than newspapers," said Witt. "They're pretty important."

General Mills has already put the network into use for a couple of its brands. It contacted 100 mom and food bloggers in conjunction with the launch of a new blueberry acai flavor of its Yoplait Yo-Plus yogurt. It provided coupons to try the product as well as tote bags and other scwag to give to readers. General Mills also sent out key product messages touting the yogurt's health benefits.

The effort resulted in several blog posts, nearly all of them positive containing similar product messages. Most posts did not disclose they were written as part of the General Mills program. "I had the opportunity to be one of the first to try the new Yoplait Yo-Plus Blueberry Acai Yogurt!" wrote Abby at Me and My Boys! blog. "I loved it!"

Other reviews picked up on product talking points. "I have a new midnight snack," wrote Christy at the blog Shake the Salt. "A healthy midnight snack. (Next step is not eating at midnight, lol.) Not only is it very tasty, but they come in 4 oz cups, which I love. In addition to tasting yummy and coming in a perfect size cup, they have many other wonderful benefits."

Overall, the program resulted in 5 million total impressions and over 8,000 comments with no media costs. (General Mills does not buy ads on blogs, Witt said.)

The network will make such programs easy to run quickly, he added, rather than the ad-hoc approach it had relied on with its blogger relations. An upcoming program would include 500 bloggers, he said.

THE HOLMES REPORT • Coyne PR Named Consumer Agency of the Year • April 20, 2009

The Holmes Report, a leading public relations publication, named Coyne Public Relations, one of the fastest growing public relations agencies in America, as its Consumer Agency of the Year. This is the second national victory for the agency in just two months. On March 5, 2009 at the Tavern on the Green in New York City, Coyne Public Relations was named Midsize Agency of the Year at the PRWeek Awards. For both victories, Coyne Public Relations beat out numerous blue-chip/global agencies. “Our mission is not to be the best agency in America but the best one to work for,” said Tom Coyne, CEO, Coyne Public Relations. “We have proven that when you hire the best employees the best work will be created. I am proud of the way we have nurtured our partnerships with our clients. To me, this is a total team win… and a win for our clients.” In 2008, Coyne Public Relations continued its award-winning work for global brands such as The Goodyear Tire and Rubber Company, Hard Rock Café, Kraft Foods, and Shell Lubricants. Major new wins for Coyne include work with Humana, Crayola, Hasbro, and Cornell University’s Johnson School of Business. In all Coyne billed $11.654 million in 2008 (up 35 percent) and held an outstanding 97 percent employee retention rate. Coyne Public Relations will be officially recognized as The Holmes Report’s Consumer Agency of the Year at the Sabre Awards dinner on May 12 at Cipriani in New York City.

DAILY RECORD • Coyne Earns Secong Industry Award • April 8, 2009

The Holmes Report, a public relations trade publication, named Coyne Public Relations as its Consumer Agency of the Year. Coyne's honor will be officially recognized at the Sabre Awards dinner on May 12 in New York City. This is the second national honor for the Parsippany-based agency in the last two months. On March 5, Coyne was named Midsize Agency of the Year at the PRWeek Awards at Tavern on the Green, also in New York City.

Coyne, which also has offices in New York City, serves a variety of national clients including The Walt Disney Company, Goodyear, Life Savers, Shell Lubricants, Campbell Soup Company, Kraft Foods, General Mills and Hard Rock Cafe.

PRWEEK • Creating a Healthy Home • March 30, 2009

March 30, 2009 - Seventh Generation, maker of environmentally friendly cleaning products, hosted a panel on March 18 about how parents can remove toxins from their home while also introducing its new Health eHome page on WebMD. Gossip Girl actress Kelly Rutherford, pregnant with her second child, discussed the topic with Seventh Generation CEO Jeffrey Hollender. Coyne Public Relations handled PR and media for the Health eHome launch, inviting parenting, entertainment, health, and green outlets to the panel.

THE FIRM VOICE • Six Ways to Market PR in Tough Times • March 25, 2009

It's scary out there for your current and potential clients. There's a lot of "fear and trepidation" as they struggle to hold on to their jobs and their budgets, warns Steve Cody, managing partner and co-founder of Peppercom.

One thing is certain: You can't take anything for granted these days. "New business development—whether it's networking, chasing down RFPs, developing proposals or looking for ways to grow existing client business—is literally a full-time job in this challenging economy," says Rick Leonard, managing director, Stanton Communications. "The competition for every new business opportunity is vigorous."

The question, Cody says, is "How do we wrap ourselves closer to clients?" The answer is not cutting fees or hourly rates. "Discounting isn't marketing, it's sales,'" he says. It's shortsighted: When the economy rebounds, you'll have trouble raising your rates back to pre-recession levels.

So what is the answer? You have to be even more vigorous in looking for ways to drive business development. But what constitutes truly innovative—even guerilla—marketing? Perhaps ironically, one of the most innovative things you can do is to get back to basics. This doesn't mean rolling out the same old marketing schemes. It does mean going back to the fundamentals, identifying what works, and moving—forward!

"During these trying economic times, it is important that agencies focus on their strengths and remain true to their mission statements and core values. It has become essential that leaders in the industry continue to communicate results and show both existing and prospective clients how PR can impact business and contribute to bottom line results," explains David Carter, senior vice president of business development at Coyne Public Relations. Here's how these sources and your agency peers are doing this:

1. Think ahead, think young. Agencies are so caught up in the immediate situation that they sometimes fail to think ahead, warns Cody. Peppercom is trying to avoid that trap by actively reaching out to college students. By doing so, it's connecting with future clients and employees; the agency is building equity, Cody says. At the same time, it's helping educate the next generation of job seekers about the market during an exceptionally brutal time. "It's smart marketing for us, and it's throwing a lifeline to students."

2. Select your targets carefully. Focus your marketing efforts on what you do best. "We continue to be disciplined in our marketing targets – ambitious East Coast organizations in healthcare, technology, professional services, and energy," says Capstrat CEO Ken Eudy. "When you're struggling to achieve goals for revenue growth, it's easy to waste time chasing business your agency isn't qualified to do. Be realistic about your agency's sweet spot and market to that sweet spot."

3. Be a problem solver and thought leader. "Now more than ever, clients need our help solving their problems," says Eudy. "Now is the time to show clients how you can help them achieve daunting business objectives."

Peppercom did this recently with a series of webinars, says Cody. Rather than pay to have them done, Peppercom negotiated with an Internet company to give the agency unlimited access for a year (for $1500). The agency collaborated with KRW International, The Reputation Institute and Johnson & Johnson to provide insights on reputation, leadership development and other issues of critical interest to clients. More than 300 people participated in the free event—each one a potential business lead for the four organizations involved.

The collaboration aspect is critical, Cody says. "The combined expertise is a real draw." Clients—and potential clients—want to get the advice and counsel they need to shine.

It's about positioning yourself as a problem solver, as well as an industry thought leader.

Stanton, too, came up with an innovative way to do this: a breakfast roundtable with about a dozen of the firm's clients, friends and prospects. "We specifically designed this event as a way to bring together an interesting speaker [BusinessWeek's Jim Cooper] with attendees from different industry backgrounds, who had a chance to ask Jim questions and engage in a lively discussion," Leonard explains. The participants appreciated the opportunity, and his hope is they'll "think of Stanton Communications as being able to offer an added level of value and dimension."

The marketing impact goes beyond the prospects at the breakfast, he adds. Even the invitees who were not able to make it now know that Stanton "put together an information-rich session," he says.

4. Don't overlook networking and word of mouth. In this era of tin-and-lead budgets, word of mouth of the sort Stanton Communications enjoyed via its roundtable is gold. "It may sound corny or even predictable, but good old-fashioned networking still seems to be one of the more effective routes for learning about potential opportunities. It's time consuming, so there's an opportunity cost involved. But you really need to get out there, talk to people, follow up on leads, brainstorm ideas with your contacts. We're finding that all of these outreach mechanisms are leading to some healthy dialogues," Leonard says.

Word of mouth is paying off for Capstrat, as well. "Referrals from our clients continue to be a great source of new business prospects for us," says Eudy. Among the ways Capstrat generates word of mouth is entering contests and speaking at conferences. The firm also develops single-subject booklets called "Darticles," covering everything from employee branding to online reputation management.

5. Supplement contact with social media. Social media comes up in almost any discussion of low-cost marketing tactics for PR firms. "Our team believes that the social media space represents an incredible opportunity to help our agency and our clients connect and re-connect with target audiences in a meaningful way," says Carter. But, warns Cody, don't let social media undermine face-to-face communication. That personal contact—with the clients, with the client's customers—is even more critical in these times.

6. Start with current clients. "Existing client relationships are our best source of new work in tough times and good times—so our core marketing strategies don't change. It sounds trite, but it starts with consistently doing great work and providing a high level of service," says Capstrat President Karen Albritton. "In this economy, we see clients consolidating agency relationships. We find that we are well-positioned to earn more work if we have built a good relationship through great service and smart insights."

Eudy agrees. "It's a blinding glimpse of the obvious, but first, do great work for existing clients."