The launch of a new product, service, initiative or sub-brand represents an opportunity to open new doors, to reach different audiences, and to push a more focused value proposition that a parent brand may not be able to communicate as adeptly. However, too often these events are overly focused on the launch and creating a single day of noise, rather than on developing a more sustained and longer-lasting approach that produces a greater volume of long-term, measurable results. Public relations is a critical tool at these times, but how can organisations develop effective PR strategies for launching new initiatives or sub-brands?
A successful launch offers both clarity and purpose, and, in practice, this means being able to answer – concisely – why the sub-brand or new initiative exists, who it serves, and what problem it solves (that can’t already be solved by the parent organisation). However, this is not a task solely for marketing and branding teams, and instead needs input from individuals across the business; from commercial leaders, operations, through to any client or partner stakeholders who will be affected. The clearer the answer that is developed by these teams, the more simplistic it is to design narratives that resonate with both buyers and journalists.
An ideal place to start for any new initiative or sub-brand is developing a name. This should be a strategic – rather than a creative – decision, and whether the new name follows the parent title, or adopts its own is a trade-off, and dependent on specific circumstances. Tighter connections tend to generate more immediate credibility and trust, which is particularly key in regulated or more sensitive markets. On the other hand, a more distinct identity gives greater freedom to tailor messaging and tone for a new audience, and to test propositions that might not align with the core brand.
Whatever route is taken, the new name should be tested with key stakeholders and potential buyers to gauge how it is received. A major survey isn’t necessarily required, and a handful of structured conversations with well-chosen individuals will be more revealing in whether the market fully understands its potential value, and specifically whether the name communicates this effectively.
When it comes to developing the launch strategy itself, it is far more effective to be focused on two or three fully fleshed-out narrative pillars, rather than having a dozen less effective ones. The media responds to stories that help them to fully understand market shifts. For the launch of a sub-brand that offers outsourced recruitment services, for example, effective pillars might be the shifting labour market, the economics behind contingent labour models, the quality controls that make outsourcing safe and reduce risk, and the ways in which outsourced models enable hiring agility.
Each narrative pillar should be backed by evidence from customer case studies and operational metrics, and insights drawn from lived experience. This information can then be packaged into a short briefing deck and converted into a one-page overview to be shared under embargo with relevant journalists [more on that later]. The value of offering content under embargo is that it provides the media greater opportunities to probe and write more detailed, and therefore valuable stories, with more detail.
Developing this initial content for a launch release is the right approach, but the hard work can’t stop there. The most successful launches provide reusable and recyclable assets that can stretch the story; this also makes it easier to repurpose coverage into owned channels such as newsletters, social posts and other sales collateral, so the launch feeds into longer-term pipelines.
The launch pack should contain this concise release, crucially, with a strong and unmistakable headline, along with a set of one-page summaries tailored to different target audiences, biographies of spokespeople, visualisations and infographics, if possible, and an FAQ document that anticipates the most likely queries. More broadly, there should be a clear plan in place to sustain media activity over a period of several months. Apple doesn’t launch an iPhone and then forget about it after a day, and the same principle should be applied in new recruitment initiatives or sub-brand launches.
To those outside of the worlds of PR and marketing, it can be tempting to try to contact anyone and everyone possibly related to the new launch. However, any professional with experience in these areas will know this is a sure-fire recipe to achieving one goal: annoying everyone.
Public relations is often relationship-driven, but the core principle is that the content provided must be relevant and add value. A tailored approach to media outreach is far more effective than a broad-brush one, and a good starting point is to identify key trade and sector publications that really influence procurement decisions, and are read by decision-makers, over the larger titles that might be good for boosting egos, but will offer less ROI. National coverage can obviously be incredibly valuable, but for most, a more targeted approach offering data, insights and spokespeople’s views to a select group will bear greater fruit, and will generally be more effective than blasting the same materials to hundreds of generalist reporters.
However, actually selecting the right spokespeople can represent a challenge in itself, and there are different benefits to choosing representatives at different levels of the business. A senior leader or executive, for example, might be best placed to provide strategic commentary and reinforce credibility, an operational lead can explain delivery, and a willing client or partner can bring the story to life with a concrete case study. Equally, third-party validation is powerful, particularly in a launch context, and securing early endorsements from respected figures within the sector, or a short client testimonial, makes it easier for procurement teams to accept a new proposition.
As with any campaign, the launch of a new recruitment initiative or sub-brand should be monitored and measured, using metrics that align with commercial objectives, and avoiding ‘vanity’ points such as coverage volumes, without context. Instead, an effective approach is to track media quality by relevance, inbound enquiries attributable to launch activities, leads generated through landing pages, mentions in RFPs and shortlists, and stakeholder awareness within target buyer groups. This data should be regularly reviewed, and marketers must, in turn, be prepared to change tactics if a particular approach is not delivering.
A launch of a new initiative or sub-brand cannot be thought of as a one-and-done, but must be sustained over time, and the most effective campaigns incorporate planned thought leadership, webinars and other content that deepens narratives and demonstrates delivery. When carried out as a considered, medium-to-long-term programme, the launch will only build credibility and commercial traction over months, rather than a single news cycle.
If your organisation is looking for support developing PR strategies to launch new initiatives or sub-brands, get in touch with our specialist team today
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