As the founder and sole business owner of my San Francisco-based PR firm and, nearing retirement, I had to find a way to transition with an eye toward continued and future relevance. When Fineman PR was acquired by Phoenix, Arizona, based, Off Madison Ave in 2020, I had three goals to accomplish — an advantageous landing spot for my incredible public relations team, a haven and continuing leverage for my agency’s brand name, and total trust in the buyer’s good will and nurturing team environment. As I review this past year, I know that I scored well on all accounts.

For 32 years, I sought to maintain a high reputation for being an honest broker of information and counsel. We all know that nothing good comes easy. That effort included building a smart, capable, talented, and intuitive team of public relations professionals. A special shout out here to my two savvy Vice Presidents and 20+ year veterans of the firm, Heidi White and Lorna Bush.

With most of my long-term staff having started with me early in their careers, even as interns, I was able to bring them along with a regard for integrity, journalistic values and perspectives, and an understanding of the principles of our public relations work. Fineman PR was not a press release factory, nor were we order takers. Our mission was to help our clients understand and meet the expectations of their marketplace and their audiences.

Of course, we had to maintain financial health, even through the throes of multiple economic disasters. Including the “dot com bust” of the early 2000s and, of course, helping our clients weather their own challenging, industry-wide storms along the way. Let’s not forget the communications transitions from fax to email to text and Siri, or from VHS to Tivo to streaming and how those developments impacted conducting business. Of course, change is constant, but retiring meant I would need a transition to take our agency into the future with strong footing and a competitive edge.

In walked Off Madison Ave and its dealmaker and one of two founding partners, David Anderson, a one-time White House staffer and Chair of the global Entrepreneur’s Organization. David and I share many similarities, including a passion for our people, curiosity about client business and a dedication to substance and honesty in a profession often dominated by spin.

With my goals satisfied, our acquisition by Off Madison Ave gives us so much more in terms of capabilities, in-house design, digital marketing, advertising, and creative services. That means we now offer a full 360-degree marketing communications solution for all our clients. It gives Off Madison Ave a serious bench of public relations specialists and troubleshooters to round out their own offerings.

Our mutual clients and industry thought leaders across CPG, food and beverage, travel and tourism, government, education, and healthcare, are now reaping the collective years of experience, strategy, and success of those who are among the public relations and marketing professions’ finest minds. Our partnership brings together experts in behavior design (David’s brilliant partner and agency glue, Roger Hurni), creative and marketing strategy (operational wizard Sasha Howell) and well-armed media buying and media services teams now collaborating as one team for all agency clients. We remain as nimble and resourceful as ever, guided by the substantive approach for which Fineman PR is recognized.

The timing made sense, too. As the lines between paid, sponsored and earned media intersect more than ever, we, too, have a deeper bench of in-house experts at the ready to provide counsel for the most effective strategies across all channels.

Not least, the wellness-focused company culture at Off Madison Ave, offered me and my team a welcoming camaraderie of human resources and comprehensive systems to take our business further for employees and clients. This was a peg I could easily hang my hat on.

And, the legacy I built lives on and thrives, for which I am so grateful.

The post With Great Pride appeared first on Fineman PR.

What with COVID, calamitous weather and the human divide between us nationwide, nature appears to be running amok and making a direct hit on safety and health. Ultimately, studies are showing, it has manifested in a lessening of trust in each other, in our institutions, and in our way of life, long taken for granted. For food industry business — as producers, retailers and responsible employers — the impact of the last year will reverberate for decades. As communicators, however, this is not a doomsday scenario. I am sure my more seasoned colleagues will agree, we’ve seen historic marketplace and cultural meteors before.

Food businesses and executives who make smart, credible and genuine moves, now, will lead their category. It’s going to require, though, a doubling down on consumer trust and embracing change. The question of who and what do you trust must be answered, and we are all responsible for demonstrating the answers with well-considered decisions and activities. I believe that means our public relations must be centered, discerning and authentic.

What has changed across the board? The speed by which critical information (and misinformation) is shared and the crucial nature of getting it right, especially when it comes to human health and safety.

So, how best to build trust and meet consumer, customer and employee expectations? If we get it right, shareholder expectations will be met accordingly.

Our experience in helping clients successfully communicate consumer messages tells us to focus on building trust from the inside out. Take a brutally honest look at your corporate reputation and brand, how consumers and your own people view your organization. It can’t be just about food or business as usual. The old saw, “doing well by doing good” is especially relevant today.

Here are some pathways our own food and beverage clients are taking:

Increase Employee Communications

Out of sheer necessity, communicate often and visibly through these COVID times. Our daily business lives have been upset – to remote or not to remote, to renew the lease on our office space or find a less sizeable option. Many companies and employees are at loose ends to find their way and some regularity in daily work life. Provide brief, regular, fact-based updates to your website, your employees and your customers. Demonstrate your partnership with regulatory and public health entities. Especially during these times, it is these public guardians that consumers will trust most (over the word of for-profit companies). Communicate with a tone of concern for your audience’s health and welfare. Tone is often more important than content; optimism and encouragement never hurts.

Connect With Your Community

Remember your local communities where many of your employees and their families live and where you often have an outsized shadow. Your town’s tax base is often, in large part, dependent on your decisions. Local businesses and civic organizations will appreciate your support and patronage wherever you can provide it. Are you able to go the extra mile by working with a local medical partner to provide your workforce with vaccines? Are you able to contribute with scholarships, sponsorships, speaking/virtual presentation opportunities with the local community college? Can you organize team volunteers to contribute to local projects and/or disaster areas? Donations of much-needed supplies?

Gut Check Your Reputation

Re-vitalize your assets and allies, especially your employees. Take an honest audit of commentary on social media, internal chat channels and employee forums. Is your tried and true approach still working? Are employee concerns going unaddressed, purposely or from lack of resources? How can you really improve, and soon? Set aggressive timelines and take action where you can. Have you recognized those employees who went the distance for the company over the past year? Are there new employee voices emerging as leaders that may help the organization evolve? 

How Credible Is Your Position or Message?

Are there local or industry experts that would be valuable to enlist for expert counsel and for referral sources when the media calls? Have you conducted studies and surveys that could be of interest to others? Are there forecasts or other research — trade or medical — that you have used to help guide your initiatives? Leverage them and keep eyes open for new partners who can support you and add credibility to your brand promise and values.

Update Your Game Plan

Do not wait until there is some semblance of “normal” to evaluate your communications strategy. Even though we are far from the “end” of this challenging period, all of us have seen organizational changes, personnel shifts, and the re-ordering of priorities. Take a fresh look at your scenario plans and crisis preparation. Does your approach incorporate the new resources your team has leaned on in urgent situations over the past year? Lessons learned? Review your most reliable and/or updated tools for pushing out content and measuring impact.  Revisit new threats to your business. Take an audit of competitors in the news. Think about what developing trends, threats to your business and community, potential disasters and hazards, and competitive concerns that could have a pernicious effect. Then, act. Develop a position for these issues and scenarios, no matter how brief, that can be updated and customized when needed (response speed in hairy situations is so critical). Determine which events or developments might trigger your need to address the situation. Messaging? Medium? Spokesperson? Use this time to regroup wisely and retire outdated practices. It all adds up to help bulwark brand trust.

Social Distance isn’t for Social Media

Now is the time to lean into social media to connect with your audience where they are choosing to spend time. Keep up with potentially new audiences, look for ways to genuinely connect with your followers and build loyalty through content that matters to them. This is not the time to overproduce or overspend; there’s no need to be perfect or slick. It is about telling your story authentically and contributing to the real-life conversations and experiences that are helping us all get through these times, together. And, remember, you are talking to the end customer. There’s power in that.

Be Willing to Change

Innovation is what fuels our industry and our personal growth. The changes in our professional world – one charged with contributing to a safer milieu, preserving precious resources, evolving healthcare and society itself – will continue, as will the changes in our daily lives. A trust mindset for business and for ourselves will help evolve how we communicate, how we connect, how we function, and how we support a constantly shifting consumer marketplace and food supply. Be open to change. Communicate trustworthiness and the promise reflected by your brand. 

Michael Fineman is President of Fineman PR.

The post Cultivating a Trust Mindset for Brand Stability and Growth appeared first on Fineman PR.

When I started my public relations agency in the late eighties, I was determined to further define Public Relations and make it a more powerful and recognized tool in the marketing mix. There was no such thing as social media; fax machines and networked computers were what we thought of as high tech, and we used actual tablets and notebooks made of paper for notes. To say the least, we were less automated by today’s standards but still “smart,” just without smart devices.

For me, back then, defining PR for a wildly competitive marketplace meant developing a dynamic publicity machine, based on memorable, entertaining, and, perhaps, provocative story lines that showcased the values of my clients’ brands. As a brand marketing tool, my public relations methodology was, at its core, trust-building communications for the brand promise. It was to be ethical, attention-getting and crisp. At the same time, I knew there was so much more to public relations than just publicity. As we became more and more successful, clients began giving us more than one-dimensional work.

I fulfilled my vision with message-driven, national news for my clients, and so was born “Brand PR.” I coined that term to show that public relations could make a brand promise so viscerally meaningful – in language, stories, experiences and messages – that other factors (price, for example) lose relevance. In the decades to come, Fineman PR also earned national recognition for its 17-year running of the widely published “Top Ten PR Blunders of the Year” to comically demonstrate the public relations impact of an organization’s every word and action. We also developed the PANTCHEK crisis principals (don’t get caught with your pants down in a watershed moment).

Twenty years in, a new age was upon us, an age of videos, social media, clever digital graphics, significantly shorter attention spans and an exponential surge of online media outlets, citizen journalists and web-based forums.  We upped our game to build that side of the business as client needs and demands continued to evolve.

Over the years, the caliber of Fineman PR’s clients and our results on their behalf have been the source of tremendous pride that continues to this day. From representing the two distinguished Napa Valley wineries that, 20 years previously, put California’s wine industry on the map (beating their French competitors in the 1976 Paris Blind Tasting), to creating memorable Brand PR programs for countless consumer packaged goods and natural foods brands; to coordinating major client events all the way to the White House; and supporting crisis clients around the clock in their most dire moments to do the right thing by their customers, employees and communities. We handled a few colorful and sometimes bizarre high-profile issues that most people wouldn’t believe unless you were in the room with us. At the core, we are known for bringing discretion and fresh thinking to each unique public relations challenge. As anyone who has worked with me will tell you, at Fineman PR, “spin” is a forbidden four-letter word.

Last year, I met David Anderson, co-founder and co-CEO of a highly competent and visionary digital agency based in Phoenix: Off Madison Ave. Besides being like-minded about our areas of expertise and our mutually dry senses of humor, and with David’s agency based on the solid principles of behavior design and digital communications, Off Madison Ave specialized in areas that we sought growth. In turn, David and his founding partner Roger Hurni valued our substantive approach to public relations, our reputation for quality work, our crisis communications expertise, and our 30-year track record. We knew fairly quickly there was a match, the kismet I mentioned in my opening paragraph.

Off Madison Ave’s acquisition of Fineman PR became official November 1^st. Even amid the challenges and changes of 2020, our teams have melded (via Zoom) with high energy, creative sparks and excellent rapport. The two teams are surprisingly similar in temperament, complementary in our skills and strengths, and each appreciative of the capabilities we all bring to the party. I look forward to the next chapter of smart, creative growth and continued excellence. Many thanks to David, Off Madison Ave co-founder Roger Hurni and to my own team as we embark on this new adventure. I am, as always, grateful to my many friends in the business and valued clients who have been part of our journey and look forward to reconnecting as a member of the Off Madison Ave team.

The post It Happened in 2020, and it was Good appeared first on Fineman PR.

As a public relations firm based in San Francisco for more than 30 years, we have seen more startups than you can count enter and “disrupt” markets. The ones that stick around find the right blend of product/service needs, understand how to talk to their audience and have a sense for the time to make a big splash.

No matter the industry, startups need to establish their brand, understand their market and build connections with potential customers and investors. More often than not, developing meaningful relationships with customers and investors can be more challenging than expected.

It can also be difficult for founders to set aside the necessary time to market and message with all the demands of getting a new company off the ground. We’ve seen businesses struggle to gain traction with investors and consumers because they did not seek counsel early enough; we’ve also seen companies wait too long to make a public statement and scramble to gain traction with key media outlets. Pinpointing the right time to seek outside communications counsel is difficult for any company but especially for fast-paced startups.

Outside of auspicious timing, there are many considerations when looking for a communications partner. Whether you’re part of a well-funded startup with the budget to hire a communications agency or a team of one, here are some things to consider in finding a public relations team that is the right fit:

1. Do you have time to work with a firm? It might sound like common sense, but you would be surprised how many companies hire communications agencies before they have a dedicated team to nurture and maintain the relationship. Outside agencies don’t know the critical internal updates you don’t share. If the idea of managing a relationship with a firm stresses you out, it is probably a good idea to wait until you feel confident that you will be able to dedicate time and thought to get the best value out of your communications partner.
   
   
2. Do you need a wide set of skills? If so, agencies can be a great option. Not only do they have a staff of experts but experts in multiple verticals. Digital, public relations, content creation, social media management, advertising – the list goes on. It is unlikely you will find one in-house person with all these skill sets. On the other hand, if you need someone on call 24 hours a day, 7 days a week with a focused set of skills, an in-house team member might be an unrealistic approach.
   
   
3. Do you know your audience well?  If you think you know your audience but want to be confident, research can provide incredible value when introducing a new product to an unknown or niche market. Agencies have access to tools and data that would otherwise cost hundreds of thousands of dollars. You can also check on any competitor in the market to get a better idea of what you’re up against. Knowledge is power.
   
   
4. Do you have a well-defined goal?  This might sound obvious, but, when it comes to marketing and PR, it can be more nuanced than “sell more things.” It is important to understand what you want your agency to help you accomplish when you’re vetting potential partners. You’re spending your hard-earned money. Make sure it is earmarked for something that will help you move the needle with your bottom line or with investors. With marketing and advertising, you should always start with a goal or a purpose to drive the bigger picture. Here are some goals to consider:
   
   • Establish differentiation for a new brand in a crowded market
   • Establish internal and external communications standards (should my CEO be encouraged or discouraged to use Twitter?)
   • Generate sales leads
   • Promote trial
   • Gain notoriety or personality with key target audiences

By narrowing down your objectives, your marketing and PR team can make a measurable difference in key areas. They can also help you figure out what you need to fulfill those objectives.

Things to consider as a startup before hiring a PR or marketing firm:

• Are you ready to tell your story?
• Is your platform/product/service fully developed?
• Do you have a well-defined brand?
• Do you need help navigating the media landscape? 
• Are there any potential issues or challenges you might face that could turn into a crisis or all-hands-on-deck situation?

If you think your startup is ready to share some of its news to create anticipation, reach out for the expertise to get the ball rolling.

https://www.instagram.com/finemanpr/

The post How to know when your startup needs a public relations agency appeared first on Fineman PR.

Most crises involve smaller entities with more limited visibility, i.e., healthcare facilities, schools, law firms, food producers, construction companies, senior care facilities, industry associations, tourist attractions and wineries, to name a few. Though lesser than Boeing-sized crises in generating public interest, these organizations often have more at stake in surviving their crises.

Crisis planning and best practices in communications for these small, mid-size, and even most big businesses are critically important. People who successfully manage these businesses prepare for the predictable: rogue acts by bad actors, accidents, food safety mishaps, worksite injuries, etc. But a good crisis plan is not a template product marketed to the masses. An effective crisis program prepares an organization for likely scenarios with the resources and flows that work for each specific client, based on their business and unique priorities. An evolved, current crisis plan includes real-time social analytics, content promotion, and metrics that are custom developed for an organization’s nuanced approach and shareholder needs. There is nothing “template” about effective crisis planning.

During a crisis, the CEO and executive team depend on the preparation, forethought, insights and analyses of their key team members across disciplines: technical specialists, quality control, sales, operations, regulatory affairs, and communications. The CEO’s priority is to ensure the crisis is managed effectively and resolved with as little damage to the company’s reputation as possible. Much of that happens behind the scenes. During the intensity of a crisis, the company’s core team must be in action mode, focused on handling their individual roles confidently and efficiently. A solid crisis preparedness program allows companies to plan for the worst when they are not in the headlines.

After more than 30 years of helping consumer food and beverage brands, construction and real estate firms, nonprofits, associations, schools, communities and care facilities, I can tell you that organizations must plan for predictable scenarios given the nature of their specific businesses. That preparation will most certainly help them, too, in the event of unpredictable occurrences.

When entities find themselves in trouble, the challenges of social media notwithstanding, it is still important to demonstrate humanity, express words of genuine concern and practice sound public relations principles. Most crises are not handled best as conflicts by political types used to dealing in adversarial posture. Even on the larger stage of world conflict, diplomacy is the first art of practice to which the world turns. Organizations might not be best served by selecting a wartime-style advisor to weather a crisis. Experience proves time and again that turning down the heat works best with calm rhetoric and reasoned, good faith decision-making. It is counter-productive for a brand that has invested years of building equity as a “good (corporate) citizen” with strong values to suddenly show hostility, denial, defensiveness and self-righteousness to its publics. Yes, a brand needs to tell its side of the story, but we all know there is more than one way to articulate a point of view.

There are different solutions to different crises or challenges. It’s true that “crises aren’t orderly affairs in which everyone speaks when it’s their turn and plays by preset rules.” Crisis mode is often chaotic and frustrating. And, as is stated in the story linked above, it is important to identify the adversaries and the allies, but our clients marshal their friends in advance of these occasions.

That process is called planning. In crisis planning, we do not attempt to control but to provide a measure of vaccination against shock and awe and to deter appearances of defensiveness, all of which could only compound the damage.

The public wants to know who they can trust. In matters of crucial human health issues and public safety, people should be confident the issue is fully resolved with the highest degree of care and concern for their communities and families. During a period of extreme volatility and anxiety, it may not be natural for leaders under siege to realize this responsibility. Long term recovery requires a company to do the critical work of evaluating its processes during a period of relative calm and rational thinking.

As a longtime crisis counselor, I proudly uphold the merits of crisis planning for any organization or leader that values integrity and their hard-earned reputation.

For more insights on Fineman PR’s approach to crisis management and crisis planning, visit: https://finemanpr.com/crisis-communications/

The post Crisis PR: Can a Strong CEO Trump Crisis Planning? appeared first on Fineman PR.

According to a Pew Research Center analysis of U.S. Census Bureau data, the millennial generation is expected to overtake the workforce by 2020 and will have the largest bucket of disposable income – which means brands should be paying attention.

Brand loyalty has been difficult to achieve with this group of consumers, but cause marketing is helping bridge the gap and create a stronger affinity. A Daymon Worldwide study shows less than 30 percent of millennials buy the same brand, compared to 35 percent of Generation X. While this shows it might be tough to earn brand loyalty, those who do may have a customer for life.

Millennials specifically look for brands to invest in causes and communities they care about (such as the original pioneer, TOMS), which is different from the Generation X approach. Generation X purchases brands based on name value (top of mind and big-box), as opposed to how millennials are now purchasing on community values. Fifty percent of millennials are value driven and will support, or boycott, a brand based on their perception of a controversial or social issue (2017 Edelman Earned Brand Study). Many millennial consumers see purchases as investments – they want to invest in high-quality products but also invest in companies whose social responsibilities align with their own.

Another aspect to consider is that today’s brand loyalty isn’t one-way. Brand loyalty is now defined not only as customers’ loyalty to brands but to brands’ investment and loyalty to their customer base and their values. Sprout Social’s 2018 research shows that about two-thirds of consumers consider it important for brands to take public stands on social and political issues. Millennials, the pocketbooks of the future, want to know they are making purchases from companies who support causes they care about or at least causes they can get behind.

Top Reasons to Invest in Cause Marketing:

• Establish trust with consumers
• Build goodwill
• Show your brand’s personality and values through action, not just words

From shoes and eyeglasses to gum and books, the buy one to give one model (or one for one) is prevalent in new consumer product companies. When consumers purchase one product, the brand will donate that same product to someone in need, which aligns well with millennial consumers’ desire to do good in the world through their purchases. Part of the attraction to this model for brands (aside from positively impacting the community) is building brand awareness. This business model lends itself well to social media buzz while also establishing trust and building loyalty with consumers – especially those interested in your principals.

Ways to Utilize Cause Marketing

• Fundraising – offer to match donations your consumers make for a cause aligned with your brand.
• Facilitate volunteer efforts with your employees and encourage others to join.
• Donations (cash or in-kind) can raise awareness.
• Partner with local non-profits to start a mentorship program.
• Develop scholarship programs with contests to increase social engagement.

That being said, cause marketing doesn’t work for every brand. When it doesn’t fit, consumers know. Millennials are quick to point out when brands are insincere or miss the mark (like Pepsi’s oversimplified, tone-deaf ad showing how a beverage can stop a protest, and more recently, Facebook not taking responsibility for their actions that prioritized company growth over user safety). For cause marketing to work, it requires a delicate balance between your brand’s values and consumer attitudes – not just for your bottom line – but to positively impact the communities served.

The post Cause Marketing is a MUST for Brands to Win Over Millennial Audiences appeared first on Fineman PR.

Here are a few media do’s and don’ts to be mindful of, regardless of why someone might be knocking on your front door.  

DON’T be difficult

Yes, you are busy. No, the reporters don’t care. Their job is to tell the story about what you do in a way that resonates with their audience. This can be a lengthy process compounded by impatience and frustration. The less time and effort you give to a member of the media soliciting your insight, the greater the chances the piece won’t come out the way you’d like – they’ll see you as a challenge. Perhaps they’ll even feel less inclined to give you a follow up ring to clarify a comment they aren’t quite sure is 100 percent correct. It doesn’t work to your advantage when reporters have to work harder on simple tasks. Do yourself a favor – don’t make an interview harder than it needs to be.

DO be prepared

The reporter, journalist or blogger you’re speaking with may or may not know everything about your project, product or service. You’re the expert. Be prepared to talk about the basics and fundamentals of your subject. Keep it simple; avoid jargon. It will save you time when a reporter is putting the final touches on their story. If you’re organized, careful and concise, you’ll be able to communicate your message clearly and effectively like you’ve been doing it your whole life.  Also, consider that the journalist, in asking a question that you consider simplistic, may be doing so on behalf of a reader, listener or viewer who may be less familiar.

DON’T fall for reporter interview tactics

It is best to avoid sharing controversial details- even if the reporter assures you that the conversation is “off the record.” Fight the urge to fill any awkward silence with conversation. If it is confidential, don’t disclose the name of the person who can provide the information you won’t divulge. Don’t let the reporter persuade you to provide details you shouldn’t by using the public’s right to know as a justification. Reporters have been asking questions for years. They know how to extract the smallest details that will unlock greater depth to their stories. It can be as simple for them as asking the same question a different way. Don’t underestimate the tricks. They are used when you least expect it.

DO know the rules of ethical news reporting

Assume everything is “on the record” and could appear in print. Tread carefully; you never know where a reporter stands on the hierarchy of ethics. As soon as a journalist identifies themselves as such, the conversation is already on the record. Honest journalism practices dictate that a reporter should not publish insight they receive from a person prior to notifying them that they are a journalist. Additionally, recognize that the journalist can err later in determining what was on and off the record.

Terms like “on background” and “on deep background” directly protect sources from being identified explicitly but allow reporters to publish the information they receive. Most journalists avoid using information they received from unidentified sources unless they’re dealing with matters of national security. A reporter’s neck is on the line when they share information from an unnamed contact. The risk is for them not often enough worth the reward.  Even still, it is important to realize when a reporter may have breached ethical standards. It could give you a good sense of who to interact with moving forward.

DON’T get off topic

Answer the questions you’re asked without distracting from the point. Nobody likes to speak to someone who will bury them in irrelevant details when they ask a simple, straightforward question. Reporters are looking for high-level information and will dive deeper into a subject if need be. Don’t miss the opportunity to provide a strong quote or share insightful expertise because you’re caught in the minutia of the story. Help them understand what they need to know and correct misinformation as you encounter it. If faced with a confrontational discussion, apply bridging techniques to organically introduce a relevant concept to a difficult question when reporters are watching for evasiveness. It is on you to communicate your message effectively. If you fall off point, discussions may not result in the coverage you’d like.

Are you interested in learning more about best practices and interview techniques? Contact us to learn more about our media training program.

The post Media Interview Do’s and Don’ts appeared first on Fineman PR.

The initiative, a $33 million bond authorized by school district voters in June of 2018 to convert an abandoned high school campus in Daly City to 100 apartment units for educators, will help the district retain quality employees in a market where median rent prices for one home – $4,150 – have exceeded starting salary rates.

“(Dale) Scott, the school district financial adviser, has spoken with about a dozen districts already that have expressed interest in putting bonds for teacher housing before voters — and not just in pricey locales like the Peninsula,” per the Politico piece. “At a recent California School Boards Association workshop on the topic, Scott asked how many attendees were from beyond the Bay Area, and (Scott) estimates it was one-third to half of the room.”

The story was the result of a communications campaign Fineman PR launched for Dale Scott & Company when Bond Buyer named the housing measure the winner of its Small Issuer Deal of the Year November 2018. In doing so, the measure was placed among six finalists for the Deal of the Year award.

The awards are given each year by the publication to acknowledge innovations in municipal finance benefitting public projects. Previous winners recognized Kaiser Permanente and the San Diego Unified School District for record breaking sales and transactions that prompted industry change.

In all, the campaign promoting the November 2018 nomination generated about 35 million unique impressions for Dale Scott & Company in just under two weeks. Fineman PR provided strategic counsel focused on capturing momentum from the Bond Buyer announcement for a public relations campaign. Efforts aimed at connecting with contacts familiar with the company and reporters focused on local and regional housing issues.

Within days of outreach, Fineman PR played an instrumental role in a 1,000-word feature about the housing measure on the front page of the San Jose Mercury News.  

The piece was critical in securing coverage in Politico. It attracted California Editor Kevin Yamamura, who cited the San Jose publication in his interview requests. The editor interviewed contacts from Dale Scott & Company and the Jefferson Union High School District before citing the measure as a possible answer to issues with teacher retention as the lead to a 2,000-word roundup.

 “The key to convincing voters, (Scott) said, is to emphasize how much affordable housing for teachers can affect the community by retaining good teachers and staff,” per the piece. “High housing prices force many educators to communities far beyond the expensive enclaves, and it’s only a matter of time before long commutes prompt them to seek work elsewhere.”

To support comprehensive outreach campaigns, Fineman PR provides expertise in strategic planning, content development, media relations and training.

The post Politico Highlights Fineman PR Client Impacting Affordable Teacher Housing appeared first on Fineman PR.

This past year at Fineman PR was marked by the onboarding of new and diverse clients and partnerships. Our work included the planning and content development for startup distilleries, driving the continuing rise in popularity for the San Francisco Marathon, expanding our work in the public sector with two leading-edge public agencies, productizing our media training offering, increasing growth in our healthcare practice, and forming significant new alliances.

Strategic Partnership with Hearst Corporation-backed 46Mile

For the last year-and-a-half, Fineman PR has partnered with the Hearst-backed 46Mile, a full-service marketing and advertising agency, to develop integrated campaigns for clients including Meritage Medical Network, Leading Age California, Loch & Union Distilling, and C-5 Children’s School, among others. Our two agencies develop business together, both independently and as a cohesive, integrated communications unit, and there is discussion on new and enhanced ways of working together for greater client solutions. Stay tuned.

Photo courtesy: 46Mile

Public Sector

Fineman PR is working with the San Francisco Department of the Environment on several initiatives that continue to position San Francisco as a global leader of the green movement. Additionally, along with our partner, D&A Communications, we are providing media relations strategy and counsel to the Transbay Joint Powers Authority for the inauguration of the highly anticipated, new Salesforce Transit Center & Salesforce Park. D&A is a top-notch San Francisco public affairs firm specializing in the areas of infrastructure, public health, transportation, environment and community revitalization, and our joint efforts offer clients a powerful combo.

Photo courtesy: Pelli Architects

San Francisco Marathon

The 2017 San Francisco Marathon celebrated its 40^th anniversary. The race sold out at record pace – two months ahead of schedule. We generated a 70 percent increase in media impressions over 2016 with expanded coverage by Bay Area media outlets and in major national media including the New York Times, Bleacher Report and MSN. The San Francisco Marathon was also named by ESPN among the “World’s Best Marathons.”  

Photo courtesy: The San Francisco Marathon

Foster Farms

Our promotional, crisis management and issues management work remained steady for longtime client, West Coast poultry producer Foster Farms. Our team initiated influencer marketer campaigns with fitness and lifestyle bloggers to promote Foster Farms’ Organic turkey products. We were grateful to help support our client’s wildfire relief efforts in Santa Rosa and surrounding Northern California communities as well as in Ventura following the devastating Southern California wildfires.

Our work to promote the company’s partnership with West Coast food banks – and longstanding holiday turkey donations program – resulted in a 69 percent jump in broadcast news coverage over 2016 that helped raise awareness of food insecurity from Seattle to San Diego. Finally, we wrapped up the year at Levi’s Stadium for the Foster Farms Bowl, a game dedicated to fighting hunger, pitting the Purdue Boilermakers against the Arizona Wildcats.

Photo courtesy: Foster Farms

Dunkin’ Donuts

In 2017, we continued work with Dunkin’ Donuts to support the brand’s introduction and expansion in Northern California with new restaurants throughout the region. Last year, we successfully hosted four grand opening celebrations in South San Francisco, Fremont, Santa Cruz, and Hanford, the brand’s first location in the Central Valley.

In each market, we worked with the local business community, government leaders and charities – all hyperlocal – to promote Dunkin’s commitment to the area. In addition, we supported regional promotion of national initiatives, including Free Donut Friday, Freeze the Day with $1K, National Coffee Day, and National Donut Day.

Photo courtesy: Dunkin’ Donuts

HNTB

HNTB, a national infrastructure solutions firm, experienced a year of wins in 2017, both for its projects as well as its leadership team. HNTB Northern California District Leader Darlene Gee was recognized as Woman of the Year by Women’s Transportation Seminar, a non-profit dedicated to advancing women in transportation, and one of its local project managers received coverage as a rising star in the rail industry.

A major project win, the BART Warm Springs/South Fremont Station, received praise across the Bay Area for its innovative design. HNTB was consistently cited among top-tier regional and trade media, including San Francisco Business Times, Progressive Railroading, ENR California, Mass Transit Magazine, Silicon Valley Business Journal and Curbed, for its growing role as an industry thought leader with experts who are shaping the discussion around infrastructure solutions in the Bay Area.

Photo courtesy: HNTB

Wine Practice

Quintessa, was again featured in Wine Spectator’s biennial Napa issue as a must-visit winery. Napa Valley’s Faust celebrated its 13th anniversary vintage by partnering with noted graffiti artist, known only as “Faust,” from New York City. Faust’s limited release 2015 vintage magnum features the tag which graffiti artist Faust uses internationally.

For Materra І Cunat Family Vineyards, Fineman PR planned and executed a successful 10-year-anniversary media event at the winery which showcased the brand’s range of estate merlots. We also conducted several media training sessions for wineries, including Rodney Strong Vineyards.

Additionally, we continued to assist with crisis and issues management preparedness for Wine Institute, the advocate for California wine and more than 1,000 wineries and affiliated businesses.

HealthRIGHT 360

In our third year with HealthRIGHT 360, one of California’s largest community health care providers, we helped mark significant milestones, including a merger with San Francisco-based Women’s Community Clinic and the opening of the organization’s new headquarters and outpatient clinic, the Integrated Care Center. We also created the organization’s first outdoor marketing campaign with the City’s public transit system. Among the year’s big media wins was a national NPR story, a San Francisco Chronicle op-ed, and a New York Times – California Today story. 

Photo courtesy: Drew Altizer Photography

With 2018 underway, the agency is seeing continued growth with new clients and expanded projects for existing clients. We have made several new agency hires, increased our digital and marketing capabilities internally, and look forward to providing the trusted, strategic counsel our clients have come to expect from Fineman PR.

The post Fineman PR State-Of-The-Agency, 2017 appeared first on Fineman PR.

In recent conversations with our agency’s clients, more food and beverage communicators are embracing artificial intelligence technology, specialized influencer marketing and increasingly sophisticated social media content to increase brand authenticity and improve the overall consumer experience.

Artificial Intelligence? Wine Not?

For many food and beverage artisans, the environment in which a product is grown or made is a vital part of the overall product experience. Quintessa is a renowned 280-acre wine estate in Rutherford, one of Napa Valley’s most distinctive properties, with five soil types, hills, valleys, a lake and a river. The diverse estate inspires the impressive wines for which it is known.

“At Quintessa, our strongest asset and differentiator is the world-class estate from which we source our wine,” said Leslie Sullivan, DWS, Napa Estates Director of Huneeus Vintners, who manages communications for Quintessa.

“For those consumers and trade who are able to visit the estate, we are able to build ambassadors; however, our reach is limited. As a result, we’ve begun to better utilize technology to connect with our consumers and trade. For instance, we’ve used video, drone footage, 360 video and virtual reality to allow our consumers and trade to engage with our property. While nothing compares to the full sensory experience of enjoying a glass of Quintessa at the estate, we are able to better express and share what Quintessa is all about.”

Photos courtesy of Quintessa Instagram

Community, Convenience, Quality

With a 68-year heritage and nearly 12,000 locations worldwide, Dunkin’ Donuts continues to evolve while keeping its focus on fast, friendly service and community involvement.

According to Public Relations Senior Manager, Justin Drake, Dunkin’ Donuts maintains its focus on fast, friendly service while delivering innovations that today’s consumer expects from sophisticated food brands:

“As Dunkin’ Donuts continues to grow and evolve, remaining authentic to the core of our brand is very important. Dunkin’ Donuts was founded as a brand offering high-quality coffee and baked goods to our guests, all served with fast, friendly service and at a great value, and we remain true to this mission to this day.”

“We’ve expanded our coffee and espresso menu in recent years to include options like Cold Brew, Rainforest Alliance Certified Dark Roast Coffee, and Macchiatos. These menu additions remain true to our 68-year heritage as a coffee company, while also staying on trend in terms of what customers are looking for today from a coffee brand. We’ve launched On-the-Go Mobile Ordering for DD Perks members through the Dunkin’ Donuts mobile app, where guests can place their order in advance and then speed past the line in-store to pick-up their order. This innovation remains true to our mission of offering fast service and unparalleled convenience to our guests.”

Photos courtesy of Dunkin’ Donuts Instagram

Community giving is a core value for Dunkin’ Donuts that empowers franchisees around the world to give back and strengthen their own communities:

Continued Drake, “At Dunkin’, we feel fortunate that our restaurants are part of the fabric of so many communities and neighborhoods around the globe, and our franchisees value the role they can play in strengthening their communities. Our franchisees donate millions of dollars annually to local non-profits. Additionally, our organization collectively supports our national foundation, The Joy in Childhood Foundation, which is dedicated to bringing joy to sick and hungry children.”

Consumers Seek, Expect Info Online

For family-owned poultry producer Foster Farms, a robust social media presence is required to address the questions and provide the reassurance that consumers actively seek.

“Increasingly consumers are asking more and more questions about where their food comes from and how it is made,” said Ira Brill, Foster Farms’ Director of Communications. “Our commitment to product quality is at the heart of authenticity, and Foster Farms is one of the west’s true authentic brands — having been founded in 1939 on the values of locally grown, and continuing as a family owned company today — has continuously evolved to include digital and social media tools to enhance our consumer engagement and contribute substantively to consumer conversation. From engaging influencer programs, to enticing recipes and social media content, Foster Farms aims to be a part of the discussion at every touchpoint.”

Photos courtesy of Foster Farms Instagram

Building Authenticity with Influencers

Social marketing strategists at Collectively understand how deeply consumer brands and consumers value authenticity.

“Influencer marketing works best when creators are empowered to make decisions about how best to present a brand story to their audiences,” said Natalie Silverstein, Collectively Vice President of Brand, Marketing and Culture.

“Creators are truly the experts in understanding what resonates with the people they’re in dialogue with every day. Authenticity shines through when an influencer actually believes in the product and has integrated it into their content in a way that feels almost effortless.”

Photos courtesy of Collectively Instagram

“For our food and beverage clients, we’re bringing opportunities to a wider set of creators beyond the more expected food and cooking influencers — lifestyle, health and wellness, parenting, photography, and more.”

Silverstein agrees authenticity is a higher priority now for food and beverage brands: “‘Authenticity’ has been the most-used buzzword of the industry for quite some time, and it continues to be a key goal for most brands. We believe this is a direct result of the broader cultural transformation around trust in institutions and other traditional gatekeepers of information.”

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