b2b

Ceridian
Global HR services provider.

Campaign
To promote quarterly HR Insight surveys on key HR and business issues.

Fee basis
Part of retainer.

Objectives
To elevate the company’s standing in UK business, HR and national media.

Strategy and plan
In order to gain greater traction in targeted media, JSPR recommended the commissioning of regular surveys on topical business and HR issues. Each survey was branded a Ceridian Quarterly HR Insight and topics covered included home working and health in the work place.

Measurement and evaluation
Besides gaining strong initial coverage in specialist target media, the Quarterly HR Insight reports proved good reference sources for journalists writing on those subjects so the surveys demonstrated themselves to ‘have legs’ over the medium to long-term as well. The surveys also underlined Ceridian’s expertise in the specialist subject areas covered. The results were timed to coincide with Ceridian’s own events or participation at exhibitions. The Health in the UK Workplace report, for example, created quite a buzz at an employee well-being summit and generated extensive coverage in the HR and national media. Coverage included The Guardian Online, Personnel Today, Health Insurance and business websites such as Norwich Union Direct.

Results
Ceridian, traditionally associated with its payroll roots, gained much wider prominence in the HR, business and national media. Key spokespersons on work/life balance, employee benefits, generational competence, talent recruitment and retention, leadership and development, offshoring and multi-national outsourcing issues were regularly quoted in the media. TV coverage included BBC1 Business Breakfast. At the end of 2008, a PR manager was appointed after three and half years successful consultancy support. In May 2011, JSPR received a call from Ceridian's managing director to see if it would be interested in re-engaging with Ceridian UK after a drop-off in PR coverage. It was re-appointed in June 2011!

Total Research
A global marketing research company with offices on five continents.

Campaign
The Perfect UK High Street

Fee basis
Part of initial retainer.

Objectives
To promote the services of the UK division of a leading international marketing research company by securing coverage in national broadsheet newspapers read by key decision-makers such as chief executives and finance directors.

Strategy and plan
Traditionally, marketing research companies find it very difficult to gain publicity due to the client confidentiality surrounding their work. An in-house survey was therefore conducted among a representative sample of 1072 shoppers to determine which were the most highly regarded retailers that could be included in the perfect UK high street or shopping centre. The 105 retail brand names on the selection list were represented nationally and were drawn from 18 separate sectors.

Measurement and evaluation
Total Research was prominently featured in the Financial Times. The paper even printed the company’s full contact details plus the cost of the report. JSPR also secured the whole of page three in the Evening Standard and quarter page reviews in The Guardian and The Independent. Syndicated reports appeared in regional media and stories appeared in the marketing press.

Results
The managing director considered coverage in the Financial Times to be the icing on the cake. The number of survey reports sold to high street retail brands more than covered the first year’s PR retainer and helped open doors to new client work. The Perfect UK High Street story was just one of many that made the national media over a six-year period. Total Research was acquired in 2002 and its name changed to HI Europe.

Matthew Arnold & Baldwin
One of the leading commercial law practices in north London and the Home Counties and the leading one in Hertfordshire.

Campaign
To promote MAB as a major regional law firm to the legal and business media.

Fee basis
Retainer.

Objectives: To raise the profile of MAB and its key departments.

Strategy and plan
An essential requirement was to make the whole communications area more professional. After agreeing the PR strategy, a complete background press information pack was produced to position MAB properly in the eyes of its target audiences. A raft of press releases was issued ranging from big case wins to prime legal appointments, from comments on the impact of forthcoming legislation to tips for house buyers. Key departments include company commercial, commercial property, residential conveyancing, commercial litigation, debt collection, probate, tax and trusts, insolvency, intellectual property, employment and family.

Measurement and evaluation
In order to gain greater local awareness, JSPR arranged for MAB to appear regularly on BBC Three Counties Radio to comment on issues raised in its popular consumer affairs programme. Feature articles were written for regional business publications and an advertorial organised with the local Watford Observer to coincide with the firm’s move to new office premises. Gianluca Vialli, former Chelsea star and Watford Football Club manager, conducted the official opening.

Results
MAB became better recognised, both regionally and nationally. A presence was established in leading sector publications, such as The Lawyer, who primarily focus on the activities of the ‘magic circle’ firms. In addition, MAB’s 2001 entry in the Legal 500, acknowledged as the clients’ guide to the UK legal profession and published each autumn, improved substantially. It commented, “Matthew Arnold & Baldwin in Watford has been making particularly good progress and is steadily building its reputation.” Towards the end of 2000, LawNet had observed that MAB had significantly increased its profile.

ICLP
A global loyalty marketing specialist.

Campaign
To promote ICLP as the leading loyalty marketing specialist in Asia Pacific with offices in Hong Kong, Singapore and Sydney.

Fee basis
One-off project.

Objectives
To set up from scratch a PR campaign for its Hong Kong operation including preparing a PR strategic document and providing practical PR counselling.

Strategy and plan
One-to-one interviews were conducted with individual senior managers and top clients before preparing a written PR strategy. A presentation was made to the senior management team for buy-in at the end of a week-long consultancy. The proposed PR strategy covered ICLP’s speciality areas of design, development, management and delivery of customer loyalty solutions.

Measurement and evaluation
Within weeks, a dual-language employee newsletter had been published as part of an effort to promote better internal communications among the Chinese and English speaking employees located at different sites within Hong Kong. Other PR activities followed resulting in front page news stories.

Results
ICLP renewed its major partnership account with Cathay Pacific. The agency continued to expand its customer base and became much better known in the region. The PR counselling highlighted a number of management issues, which have been subsequently resolved. 2001 proved ICLP’s most successful financial year and in 2002 revenues were up 10 per cent and margins up 15 per cent. Kevin Boland, general manager, said: “The strategic advice we received proved invaluable in kick-starting our PR drive in the region. We’ve now built up a PR machine which is producing some great results.”