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Marketing & Communications Case Studies

Butler Gas Products Company
Changing audience perceptions and branding and launching a new company in a shifting marketplace.		 Situation
While serving as marketing director at Butler Gas, a long-standing industrial gas and related-products company, John played a pivotal role in helping the company make a successful early entree into the high technology and medical marketplace during a time when the marketplace was quickly shifting. This was in the days before personal computers and dot.coms. The company was perceived similarly to others in its field, so sales were often based on where the best prices could be found.

Strategy/Tactics
After the company's visionary president made capital investments in key high tech amenities, including installing a specialty gas laboratory on-site at Butler Gas' McKees Rocks, PA headquarters and offering computerized cylinder barcoding and tracking--which few, if any, of their peer companies had done--John developed a comprehensive marketing and communications plan that branded and launched the company's new high tech subsidiary--Qualitech Gas Products, Inc. This included:

• Developing a new graphic identity, logo and graphic standards for Qualitech
• Developing and implementing marketing and public relations strategies aimed at several key market segments
• Leveraging the advantages of the new technology to establish Qualitech-- and Butler Gas--as industry leaders
• Named the barcoding system CYLTRAK--short for Cylinder Tracking System, and developing a visual identity..

Informational materials were developed to educate the company's major customers about the advantages of the new technology and to promote sales. Press kits were developed and sent to the trade, business, technology and medical media. He also developed and introduced a new, quarterly publication that kept the customers updated regarding new advances, and wrote and produced a video that the sales staff used to promote the benefits of the cylinder tracking technology to their existing customers, as well as prospective ones.

Results
• Sales grew significantly in the months and years following the launch of Qualitech and CYLTRAK
• Feature placements were achieved in the trade media.
• Within months, the company had been recognized in the media as an industry leader and praised by its customers and in the industry for its vision and leadership in a quickly changing marketplace.
Pizza Hut Corporation
Gaining major national publicity		 Situation
A public relations firm hired John to create national awareness for Pizza Hut, one of its major clients, a nationally-recognized and preferred restaurant group with locations across the U.S. A national celebration--National Pizza Week--was in place. John's job was to create media awareness.

Strategy/Tactics
• A strategy was developed to position Pizza Hut and its menu as both fun and nutritional.
• Materials were developed and sent to media worldwide, ranging from press kits, to an event logo, to specially written articles. Key to the success of the plan was media coverage, which John pursued strategically.
• A kickoff event was held in Washington, DC.

Results
More than a million print and broadcast media impressions, including placements on every major television network, including ABC, NBC (Today Show), CBS, CNN, and in most of the nation's top newspapers, including the Pittsburgh Post-Gazette, the New York Times, Chicago Tribune, The Washington Post and many others.

John also worked with MTV to develop a fun segment on its program This Week in Rock, which prominently featured one of Pizza Hut's restaurants in New York City. The program and segment received repeated airings, reaching a huge segment of the viewing public, which also happened to be a key part of the client's target demographic.
Port Authority of
Allegheny County
Communicating customer friendliness to employees and the public
 Situation
While serving as head of communications at the Port Authority of Allegheny County, a public transportation entity, John was called upon to lead a 29-person team in bringing the executive director's vision to life. After many years of serving the public, the organization wanted to remind its marketplace--including 75 million annual riders-- that customer service was its top priority. Paul Skoutelas, Port AuthorityÕs executive director, succinctly summed up his vision statement in six distinct points, and John was charged with developing internal and external communications.

Strategy/Tactics
First, he announced the formation of a voluntary, in-house committee that included employees representing all parts of the organization. More than 60 employees took part in monthly meetings led by John, at which they discussed customer perceptions and service issues,and shared ideas. Also, focus groups were held to determine public input and opinion.

John developed a new corporate identity that symbolically incorporated the six points and a fresh, contemporary, new logo and color palette that was applied to everything from publications to vehicles. Graphic standards were written to assist departments across the organization with implementation of the identity graphics. The new logo was printed on stationery, applied to buses and other vehicles across the system, incorporated into signage, and placed on a variety of apparel items. The logo still appears on many buses and vehicles.

Many publications were redesigned in-house, using the new graphic standards. Bus schedules received a major graphic overhaul. John worked closely with the creative staff, which was under his direction, to make the schedules more user-friendly and easier to read, including adding pictorial icons to help riders better understand the information presented. They are still in use today. Videos were produced for in-house use that demonstrated in specific detail bus riders' expectations with regard to bus cleanliness and maintenance.

The Port Authority website was evaluated and renovations were implemented. Also, new ads were developed and posted in buses and the "T" to promote the website and easy access to information.

Results
Some of these items remain in place. Research at the time of implementation indicated a favorable perception among riders and non-riders.
UPMC Passavant
Holiday Festival of Lights
Throwing a party for 10,000+ people, getting media exposure and ensuring attendance

 Situation
As director of public relations at UPMC Passavant, a major community hospital, one of John's areas of responsibility was to develop a wide variety of public and employee events and community outreach programs. None was bigger than the Holiday Festival of Lights, an annual Christmas event--with food, entertainment, and fireworks--that drew thousands of visitors from across the North Hills.

The event was kicked off with the early evening lighting of the Lights of Love tree, which observed the memory of those who had passed away. The festival, which had first been introduced two years prior to John's arrival, was held on the hospital campus and on two adjoining campuses, those of the Sisters of Divine Providence and La Roche College, both co-sponsors, with the hospital, of the event.

A committee was formed each year to plan and discuss details of the event. John's role was to lead the marketing and public relations efforts.

Strategy/Tactics
John developed a strategic, multifacted communications plan that was rolled out over a three- to four-month timeline leading up to the event. He led implementation, working closely with his department staff, hospital staff, and the public relations representatives of the two co-sponsoring organizations.

Tactics included:
• Developing and executing a strategic public relations plan focused on achieving media coverage and building public anticipation for the event.
• Developing partnerships with print and broadcast media aponsors. As part of the sponsorships, radio personalities came to the event and interacted with visitors.
• Creating and placing ads in local publications.
• Developing and distributing printed promotional materials; programs, posters and flyers.
• Working closely with hospital administration to plan and produce the tree-lighting ceremony to kick off the event.
• Arranging for event night "headliner" attractions One year, Pittsburgh Steeler Josh Miller, greeted fans and signed autographs. Anothe year, Johnny Angel and the Halos, a popular music act, performed an unplugged selection of holiday songs. One year, the event introduced a new hospital mascot character, who interacted with children and distributed autographed pictures.

Also, an extensive amount of media relation activity was undertaken that ranged from pre-event print articles and broadcast interviews to coordination of event night coverage.

Results
Each year, more than 10,000 people attended the event, with visitors coming from across the region. Each year the event was considered a major success by the hospital board, administration, and co-sponsoring organizations. Significant pre-event and event night coverage was achieved in all media--print, broadcast, and electronic. For two years, WPXI-TV sports anchor John Fedko did his early evening sportscasts live from the event during the evening news. He also led the countdown to the tree lighting.
UPMC Passavant
Website
Developing a results-oriented Web presence and e-communications strategy
 Situation
UPMC Passavant, a hospital based in Pittsburgh's north suburbs and serving two counties in southwestern PA, had been in the community for 30 years and had a respected brand and a great reputation--for medical expertise, technology, patient care and customer service. The only thing missing was a web presence. Very soon after John was hired as director of Public Relations at the hospital, he formed a web development team with two other people--the communications associate on his staff and a member of the Information Systems department. Together, they evaluated the technical capabilities that existed at the hospital, and explored the support that was available via UPMC Health System, of which the hospital was, and is, a member.

Strategy/Tactics
After some exploration to determine the hospital's specific needs, the site's intended audiences,and what features would be important to include, John led the development of the site plan, while he and the team worked closely with UPMC to develop page templates. In about two months' time, the comprehensive site went live, and the public immediately discovered it and began to respond. The site was advertised and promoted to the community via a variety of media.

An e-newsletter, Healthwise Online, was soon developed and sent weekly to an extensive list of audiences--the public, hospital employees, physicians, area businesses, government officials, school districts, and others. Each e-newsletter contained several brief news items, with links to the site for more detail.

Results
The site continued to evolve, and visits to the site grew substantially with each passing week. Before long, patients in states outside Pennsylvania began to request referrals to the hospital. In fact, one physician in California referred a patient from San Diego literally across the country to Pittsburgh for intensive treatment at the hospital.

The site also received a First Place Award of Excellence from the International Association of Business Communicators (IABC) Pittsburgh just a few months after it was launched.
UPMC Passavant
Creating and launching a major customer service effort 		Situation
A few weeks after a patient is treated at UPMC Passavant, a hospital in PittsburghÕs northern suburbs, he or she receives a patient satisfaction survey by mail. The survey asks the patient to rate the quality of service provided in several categories on a scale of one (lowest) to five (highest). These responses enable the hospital to maintain a high level of service.

Consistently, Passavant scored fives across all areas except one: patients and their families continually said the hospital was just too noisy. As part of a UPMC initiative to motivate staff members to provide the best customer service possible, UPMC Passavant developed a program called Five-Star Service.

A committee of hospital senior administrators and directors was charged with leading the effort. John, who served as the hospitalÕs director of public relations, had responsibility for communicating the committeeÕs progress to employees, while creating public and media awareness of customer service initiatives.

Strategy/Tactics
To call attention to the need for quiet, the committee decided to develop bold posters featuring children of hospital employees and physicians. The children would be wearing their parentsÕ lab coats and scrub suits and making the familiar ÒSsh!Ó gesture. The plan was to place the posters in prominent spots throughout the hospital, serving as consistent reminders to employees to maintain quiet, and to patients and visitors that the hospital was responding to their concerns about noise.

John contacted Alicia Dal Lago, a prominent local photographer whose portraits of children are immediately recognizable, and discussed the project with her. She agreed to donate her photography services, and the hospital offered to place her name on all posters and publicity materials. The photos were taken and posters were designed internally, about 20 different versions in all. They were placed on display in the hospitalÕs main lobby for a week or two prior to being posted in the units.

John contacted key media about the initiative, and sent comparative charts that listed familiar noises (lawn mowers, jet airplanes) along with hospital sounds that had been measured. John and his staff wrote articles for employee publications and developed a customer service page for the hospitalÕs website. Information was placed in the hospitalÕs e-newsletter which was sent to a wide audience of businesses, elected officials, and many others, including the public.

Results
The Pittsburgh Post-Gazette and Pittsburgh Tribune-Review both published feature articles about the initiative that included photos of the posters. Other media soon followed.

North Hills Monthly, a magazine serving the hospitalÕs primary service area, featured one of the posters on its cover and published an extensive article. The program generated considerable buzz and, equally important, became an important reminder to hospital staff.

As the campaign continued, maintenance and patient unit staff members began to implement changes to reduce noise levels.
Highmark, Inc.
Bringing a corporate brand to life in the Web, while serving several audiences
 Situation
Highmark, Inc., the largest health insurance company in Pennsylvania, needed a web presence that would provide a great deal of information (and interactivity) for a number of different audiences. In addition to serving as a one-stop source for subscriber information, the site would also need to provide an extensive amount of wellness information that consumers, physicians and others could easily access. The site would also play a key role in positioning Highmark as the stateÕs preferred insurance provider, and bring to life the company's brand and mission to help people live longer, better. John served on the Burson-Marsteller team that developed the site.

Strategy/Tactics
A branding workshop was held with members of HighmarkÕs communications leadership. Soon after a creative brainstorming session was held to discuss ideas.

A site, featuring an extensive range of content to address the needs of all HighmarkÕs constituencies, was developed.
¥ Information architecture and navigation was articulated.
¥ All content was carefully written and edited to ensure that it was both accurate and brand-focused.
¥ The design was crisp, clean and contemporary, with well-organized graphic elements and photography.
¥ Site features included user personalization; text content and areas specific to the various audiences; medically credible health information; a newsroom; and --for fun--a number of interactive areas with games and activities.

Once the site was in beta test form, focus groups were held to ensure that the site was user-friendly and brand-focused.

Results
The site was launched in 2002 and has been honored with several awards.
PA Council for
Utility Choice
Giving Pennsylvanians a convenient way to choose their utility suppliers
Situation
The Pennsylvania Council for Utility Choice wanted to develop an easy way for consumers across the Commonwealth to make educated, informed choices about their telephone, natural gas and electric suppliers. They engaged Burson-Marsteller's Harrisburg, PA office to develop a web presence. Burson's Pittsburgh office was asked to become involved, and John Fries served as leader and creative director of the project. The development team included a Burson designer, an account manager in Harrisburg who maintained most of the client contact, and a technical support vendor in Pittsburgh chosen by John.

Strategy/Tactics
The Pittsburgh team received some specific details: the site needed to be easily accessible and offer features to help users calculate costs in determining which utility vendors they would ultimately choose. Also, the site had to developed in a Bobby-compliant manner to provide ease of use for visually challenged people. Bobby is a certification awarded to sites that meet a set of standards confirming that the information can be interpreted by individuals with visual impairments.

Once a budget was presented and agreed upon, John developed and provided a production timeline. Text content was written in Harrisburg and provided to Burson-Marsteller's Pittsburgh team.

John edited all copy, while managing the project and working closely with thegraphic designer and technical vendor. Graphics and site features were presented and approved, and some Flash animation was incorporated. The site was launched in early 2002.

Results
The site, which is in use across the state, has received an extensive amount of use, logging well over ten million hits.

A variety of promotional materials have been developed to create awareness of the site, and representatives from Utility Choice can be found at many major events, answering questions and distributing brochures, magnets and more. The site is accessible at www.utilitychoice.org.
Blue Myst Road
Promoting an independent film
 Situation
John Fries and Mike Martin have worked collaboratively on a number of video projects over the years, for a range of clients. At one point, they decided to pool their talents and produce an independent film about Pittsburgh urban legends--the familiar, mysterious stories told around the campfire. John wrote the screenplay and directed the film. Mike served as director of photography, and a third co-producer came on board to help with the production. It was filmed in the Pittsburgh area, and post-production was completed in time for the filmÕs first screening, held over Halloween weekend.

Strategy/Tactics
John developed a multilayered public relations and marketing plan for the film.
Among the highlights:

• Creating a logo, identity and graphics.
• Developing and launching a comprehensive website (www.bluemystroad.com) that features information about the stories, actors and locations, along with an online newsroom, behind-the -scenes photos, free desktop wallpapers and more.
• Developing materials that were distributed in a number of locations.
• Initiating and sustaining ongoing communications with key business, film and consumer media.
• Developing and launching Notes From the Road, a free, opt-in e-newsletter that was sent regularly to a number of audiences. In addition to providing news and updates, the e-newsletter invited readers to submit urban legends for posting on the site.

Results
Blue Myst Road was the subject of numerous feature placements in a range of media, from the Pittsburgh Post-Gazette, Pittsburgh Tribune-Review, Pittsburgh Magazine and Pittsburgh Business Times to morning drive radio and national websites. It was featured as a cover article for one newspaper's weekend magazine section.

One prominent author mentioned in the film featured information and a photo from the film on her fan website.

Response came from across the U.S., and the film's debut screening in Pitttsburgh drew a standing-room audience.

The Washington Hospital
Increasing visitor traffic at a
health education center

 Situation
The Washington Hospital, a community hospital located in Washington, PA, introduced the Ruth York Morgan Health Education Learning Place, a free educational resource center located just within the doors of the hospital. The center was established in the spring of 2002 in memory of Morgan. The center, which offers a vast range of education resources, is available to hospital patients, employees, physicians and members of the community. Walk-in visits are encouraged, and access is also available by phone, fax and e-mail. The center is staffed by a full time coordinator, a registered nurse who assists users in obtaining that is medically accurate.

Strategy/Tactics
Once introduced, it was important to sustain awareness and continue to motivate use of the center. To accomplish this, in mid 2002, a comprehensive public relations strategy was developed and implemented.
• John wrote letters that were targeted to a variety of key audiences: local businesses, physicians' offices, social service agencies, churches, libraries, community organizations and others. The letters, sent with capability brochures, re-introduced the center and offered opportunities for the center's coordinator to speak at meetings and other functions.
• The center was featured prominently at a range of public events in the months that followed, with the center's coordinator on hand to answer questions.
• Posters and tent cards were developed and placed in physician's offices, churches and throughout the hospital. ¥ A monthly program series at the center was established, incorporating a variety of hot button health topics.
• Media relations initiatives included sending regular notices about the center and its programs to newspapers, radio and television stations, and cable television outlets.

Results
• Before long, visitor traffic and use of the center began to grow significantly, and that growth continued steadily in the months that followed. In just a few months time, the center had recorded its 1,000th visitor.
• Media appearances included a segment on KDKA-TV News as part of a Health Team feature on hospital education centers.