What’s the best way to build affinity for a new luxury condominium residential complex before construction begins? Developers of the Four Seasons Private Residences in Los Angeles turned to THO to create intrigue, build interest and set the stage for a truly exclusive enclave.
At the time, these were the highest priced condos to enter the LA market. Located across the street from the legendary Four Seasons Hotel Los Angeles, FSLA is situated in the sophisticated North Robertson district, home to some of LA’s most stylish boutiques, galleries and restaurants. The development team had trips planned for potential buyers at the time in Asia and other locations around the world. Key to the effort was creating high-level press coverage quickly to ignite intrigue.
THO did just that.
Setting the Stage: Garnering the right kind of press coverage quickly
Even though the project site was nothing more than a weed-infested patch of dirt at the time, THO launched a media relations campaign focused on the building’s forthcoming $50-million penthouse. The team positioned the 12-story structure as “paparazzi-proof” with 58 luxury condos and a top-floor penthouse which provided necessary privacy and a variety of luxe, hotel-inspired amenities. This angle gave the story just the right appeal as well to buyers seeking seclusion in the heart of Los Angeles.
Success that Set the Stage for Sales
By positioning the complex as paparazzi-proof, along with excellent renderings and other visual assets, the THO team was able to garner interest – and stories — in top-tier media including The Wall Street Journal, Los Angeles Times, Vanity Fair, Harper’s Bazaar, Forbes, New York Post and dozens of other high-end publications that target wealthy readers. This put the project squarely on the map and provided the third-party endorsement credibility needed not only for the launch of the project, but to set the stage for the tours in Asia and other locations around the globe where FSLA was targeting buyers.
WET (Water Entertainment Technologies), the world’s leader in water entertainment design and technology, was about to unveil their latest creation, a water feature the size of a football field which was to be one of the crowning glory attractions at Expo Dubai, the World’s Fair in 2021.
WET’s innovative team of 200 has created over 260 public installations, notably including The Fountains of Bellagio, The Dubai Fountain, The Revson Fountain at Lincoln Center, The Fountains of Wynn Palace in Macau, Aquanura in the Netherlands, and the Olympic Fountains in Salt Lake City and Sochi, Russia. The firm holds more than 50 patents and has pioneered most of what the public experiences today in water features, from pool-less plaza foundations to leaping laminars, from choreographed water performers to fountains of pure fire.
Project Description
WET’s newest feature, the EXPO 2020 Dubai Water Feature, “Surreal,” was unveiled on Friday, October 1, 2021 at EXPO 2020 Dubai. Similar to the 2020 Olympics in Tokyo, the event is titled for 2020 despite it being 2021. The feature, situated between Al Wasl Plaza and Jubilee Park, the EXPO 2020 Dubai Water Feature combines the elements of water, earth and fire in a way that both surprise and delight the senses.
Visitors coming from Al Wasl Plaza enter a verdant 40-metre-wide garden of towering palms and fragrant plants rising above a series of curving paths that encircle the central water feature like ripples in a pond. Large planted walls rise up around the feature, with three openings to a central area that takes visitors below ground level.
The 153 individual waves range from glistening sheets to bursts of water that literally leap from the walls as they make their dramatic descent to the plaza below. People are invited to walk to the base of the falls to see how the water disappears through the stone. At night the waves reverse themselves – producing a gravity-defying spectacle as they flow up the walls. At the feature’s center is a mysterious circle of fire that produces enormous bursts of flames in spectral hues of red, green and yellow. In keeping with Expo 2020’s theme of sustainability, these huge flames are of pure hydrogen and therefore produce no carbon.
Each surge of water is released on a musical cue, creating an orchestral masterpiece performed by the London Symphony Orchestra. The original score was written by the award-winning composer Ramin Djawadi, whose work includes the theme music for the HBO series Game of Thrones, which earned him Grammy Award nominations in 2009, 2018 and 2020.
The Challenge
The Hoyt Organization had only 3 1/2 weeks to secure WET’s spokesperson, Mark Fuller, Co-Founder and CEO (Chief Excellence Office) high-visibility, national press telling his story as the genius behind WET’s incredible water features. To accomplish this, THO leaned into key national and international press that offered Executive Profile opportunities for Mark, that reached both an affluent consumer as well as the large-scale developer stakeholders.
THO also designed and implemented a social media strategy that 1) highlighted the emotions visitors would feel when they visited the attraction, thus using words such as
The Solution
THO created a domestic and international public relations campaign that focused on the innovation of the new water feature that was premiering at the EXPO 2020 Dubai which opened for global dignitaries on September 30 and to the general public on October 1. Because all materials need to be vetted and approved by the Expo team, which was unable to approve any vendor materials, THO pivoted the program to ensure success with the coverage. This included executing a specifically designed media relations strategy along with an intense social media campaign—that focused on the emotion the water feature evoked from those visiting the site; all of this was supplemented with an influencer campaign to push the visuals into the consumer market.
Results
The results were astounding. THO secured 34 media placements which resulted in 8.78M estimated views, 4.42B audience reach and 2.1M YouTube viewership. Tier one media coverage included an on-site video interview between the Associated Press and Mark Fuller. The Associated Press video was published online and syndicated across national media outlets that include USA Today, Yahoo News and MSN News. THO also secured an on-site video interview with Gulf News, a daily English language newspaper published from Dubai, United Arab Emirates.
In addition, follow up media requests included the scheduling of a documentary with the BBC, and a feature on Mark specifically on the cover of Regard, a lifestyle publication based in the United States.
Social media posts from our influencer partnerships for Surreal’s launch resulted in a total of 23,679 accounts reached, 25,348 impressions, 5,210 likes, 512 comments, 207 shares and 689 shares.
Earned Media Coverage Metrics:
34 Total Placements
8.78M Estimated Views
4.42B Audience Reach
2.1M YouTube Viewership
Social media posts from our influencer partnerships for Surreal’s launch resulted in a total of:
From “For Sale” signs across NYC’s Upper Eastside to celebrity agents on TV’s famed “Million Dollar Listing,” the Douglas Elliman (DE) name is linked to highly sought-after agents and extremely coveted listings. Synonymous with real estate dominance on the East Coast, the residential brokerage firm wanted to head west and do the same. The firm tapped THO to join the team because of our deep experience in real estate public relations and make this happen.
The Challenge
THO needed to leverage Douglas Elliman’s East Coast reputation to firmly establish, and quickly grow, roots in the West. The goal: expand its reputation and recruit and retain the top agents in both Colorado and California to bring listings and clients to their roster.
The Solution
Attracting and retaining top talent in the industry became the primary focus of the THO-constructed public relations program. The plan was designed to elevate the brand using success stories, agent profiles, and firm-differentiating highlights, making it ‘the place to be’ for successful, results-driven agents.
THO implemented a multi-pronged approach focusing on People, Property & Platform using the following strategies:
Promote existing, significantly outstanding listings with historical, architectural, or celebrity notoriety;
Leverage senior level market expertise to establish DE executives as credible, knowledgeable and seasoned real estate experts;
Focus on highlighting the firm’s core value propositions, directly connecting the firm to agents possibly seeking a new home; and
Maximize community engagement at high-profile events like Jazz Aspen Snowmass, Evening on the Beach and other Elliman Arts initiatives to accentuate their community involvement.
Results
THO’s initial launch into the market resulted in more than 400 million impressions for Douglas Elliman in nationally prominent outlets such as The Wall St. Journal, The Hollywood Reporter, Forbes, Bloomberg Pursuits, Architectural Digest and more. This program solidified the firm’s reputation as one of the top brokerage firms in both local and national markets.
THO secured profiles and interviews which allowed Douglas Elliman agents to speak to both their actual listings, and their expertise in key neighborhoods. Beyond agent interviews and specific listings, THO promoted numerous notable properties and high-dollar Douglas Elliman transactions, one of which was the sale of a $90 million Holmby Hills estate, the second highest residential sale in LA at the time. THO also garnered significant coverage surrounding Douglas Elliman’s quarterly market reports for the Los Angeles and Aspen regions, guaranteeing the brokerage’s role as a top industry resource.
Takeaways
In well-established markets where numerous brokerages are entrenched in a high-stakes real estate scene, a newcomer could get lost in the shuffle. These few, but important steps can help ensure success:
Develop a brand’s unified voice
Engage and support internal and external company stakeholders
Establish consistent methods for sharing market knowledge and expertise
The University of Southern California Lusk Center for Real Estate comprises many of the world’s foremost real estate economists and educators. Its mission is to advance real estate knowledge, inform business practice, and address timely issues that affect the real estate industry, the urban economy, and public policy. Among the center’s frequent research offerings is the Casden Multifamily Forecast, which measures average rents and apartment vacancies across Southern California.
The Challenge THO identified that the forecast was simply not reaching the right audience. THO decided to establish the actual forecast itself as a thought leader and information source for not only real estate professionals, but also the larger Southern California population.
The Solution
THO reimagined the Casden Forecast’s media materials to sharpen their focus and apply the data and forecast models to the current affordable housing crisis in Southern California. During this particular year, THO identified that each of the regions analyzed – Los Angeles County, Orange County, Ventura County, San Diego County and the Inland Empire – could expect triple-digit increases in monthly apartment rents over the following two years. The real story became one of affordability – a true departure from the days when media coverage focused on the data’s impact on developers and practitioners.
THO’s plan focused on meeting the following objectives:
Work closely with Casden Multifamily Forecast authors to identify news angles specifically related to affordable housing;
Identify and target reporters and editors who provide fair and objective coverage of the affordable housing shortage in Southern California; and
Engage in an intensive media relations program to communicate with key targets in the weeks leading up to the Casden Forecast’s release.
Results
THO’s campaign resulted in nearly 50 media placements with national and local print and broadcast media, as well as real estate and other trade publications. On day one of the forecast’s unveiling, the USC Lusk Center was supported by coverage in the Los Angeles Times, San Diego Union-Tribune, Orange County Register, and dozens of other high-profile print publications; every local television station, including KABC, KCBS, KTLA and KNBC; multiple 24-hour news radio stations and National Public Radio affiliates; and, of course, dozens of real estate trade outlets.
Takeaways
Any important news item requires a thorough and fastidious assessment of which of its elements are most compelling and most impactful. Creating a strategic plan that ensures the news item hits the marketplace in a way that supports an organization’s goals while making forward progress is paramount. In this case, THO identified the high value of the Casden Forecast’s impact on renters, and created a larger – and more national-centric – news story on how affordable housing dictates movement within the broader Southern California marketplace.
A well-known architectural firm wanted to enhance their presence in not only their local markets and industry specialties, but the national arena as well. They turned to THO with its strategic PR expertise to expand their digital footprint while raising the overall brand recognition of the firm.
The Challenge
While the firm was extremely well known in its immediate circles of influence, the goal was to push the firm’s reputation into the next tier. To accomplish this goal, THO developed an intense thought leadership campaign focused on enhancing their national visibility, as well as within their two key regional markets, Kansas City and Dallas. Crucial to the program was raising the visibility of target principals for the firm, and highlighting some of the firm’s key projects.
The Solution
A hand selected group of company leaders were chosen as the initial team. All were media trained and introduced to the overarching program before they were able to participate. A full-scale public relations effort, which centered on an intense media relations campaign, was developed. A thought leadership program was created which highlighted truly insightful and different opinions which were, in turn, presented to each of the firm’s primary markets.
Results
With strategic pitching and a carefully executed media plan, THO successfully secured coverage in some of the biggest regional and national media outlets and highly revered industry trade publications including USA Today, Healthcare Design, Architectural Record, and the Kansas City Business Journal. In the first six months of the campaign, more than 60 media placements were achieved, all of which strengthened their digital footprint and supported social media outreach. The goal of the program, which was to push the firm’s visibility into the next level of influence, was achieved with flying colors.
With the more than 60 placements in major digital outlets totaling an estimated value of more than $700,000, we were able to raise their digital footprint and expand their social media outreach in the most cost-effective way.
Takeaways
As in most cases, for a successful and strategic media relations plan to reach all facets of industry and geographical locations, a well-planned, well thought out timeline and focus is key. Ensuring key company spokespersons receive actual media training on dealing with the press corps is a key element to presenting them as insightful thought leaders.
Today, recruiting and retaining top talent in the architecture, construction and engineering industries is a major challenge given the highly competitive job market. One company, Las Vegas-based Forté Specialty Contractors (Forté), decided to focus on their company culture to position their company as a great place to work. This fundamental value is what allows Forté, a specialty general contractor, to deliver the highest quality projects to some of the biggest names in entertainment and hospitality.
The Challenge
The firm turned to THO to create a program designed to attract talented employees and secure their loyalty to promote unique aspects of company culture and employee benefits, in addition to the work itself. The program used traditional media channels as well as social media tools to not only raise their overall visibility but to reach current and prospective employees.
The Solution To support Forté’s recruitment and employee retention efforts, THO created a two-pronged external communications program, involving both media relations and social media campaigns.
The media relations program was aimed at securing profile features highlighting the CEO’s unique leadership style and company structure. The social media program consisted of generating content for dissemination across the company’s social media platforms, leveraging the credibility of earned media placements to directly reach the organization’s target audiences and include a call to action.
This two-pronged approach was designed to meet the following objectives:
Increase awareness of Forté’s unique company culture and structure
Communicate to current and potential employees that Forté values its team members
Demonstrate that Forté works on cutting-edge projects and is a leader in the industry, making it an exciting place to work
Results
As the number of media outlets covering the ACE industries is limited, THO crafted pitches highlighting Forté’s many areas of in-house expertise to source additional opportunities in publications of diverse subject matters.
The campaign resulted in several profile features highlighting the CEO, his unique management style, the company itself and its many groundbreaking projects. Earned media placements appeared in key regional and national outlets, including those focused on business and finance, construction, hospitality, design, theme parks and more, positioning the company as a leading expert and effectively widening its reach into the pool of qualified and talented industry professionals.
The social media program resulted in a 42 percent increase in LinkedIn followers and a 35 percent increase in Facebook followers. Additionally, the program resulted in multiple employment inquiries and increased positive social engagement among existing employees.
Takeaways
When leveraging content for dissemination via social media, ensure that the tone and information offered are appropriate to each individual outlet. When seeking to boost recruitment efforts, determine what differentiates a company and its leadership from competitors and highlight that. Finally, to expand the reach of a company to its target audiences, find ways to appeal to a variety of audiences outside the “usual suspects.”
Founder and forty-year President of Nadel Architects (Nadel), Herb Nadel knows the only constant is change and it was time for a big one. Herb was announcing an ownership transition but what was the best way to do that and effectively convey Nadel’s new identity and strategic vision to the public?
Nadel looked to The Hoyt Organization (THO) for an all-encompassing communications plan: internal messaging, future strategies, excitement about change, and showcasing new leadership.
The Challenge
The THO program needed to effectively convey the new leadership changes as well as the company’s succession plan, while clarifying its future vision and new corporate identity.
The Solution
To ensure Nadel’s exciting, newly-gained leadership could not only transition smoothly, but effectively communicate internally and externally, THO designed an extensive PR communications plan highlighting key messaging and a targeted action-items timeline.
This plan of communication and action included the following objectives:
Target specific audiences, including potential clients, industry influencers and strategic media, to emphasize the ownership transition and its importance;
Highlight the firm’s positive growth, while recognizing Herb Nadel’s legacy; and
Position the new owners and team leadership as industry experts and next-generation, influential vanguard.
Results
THO’s campaign garnered numerous media placements in national and regional business, real estate, architecture and other trade publications. The editorial coverage received, not only met, but exceeded the campaign goals by highlighting Herb Nadel’s leadership, Nadel’s 40-year history and its key sector growth in retail and multifamily.
The campaign also launched Nadel’s dedicated thought-leadership program, which was designed to effectively position the firm’s new owners as market and industry experts.
Today, Nadel remains a leading national architecture firm, and its brand continues to be enhanced by the promotion efforts of the company’s current leadership.
TAKEAWAYS
Ownership transfers and succession plans involve tremendous change. But they don’t have to involve loss of brand effectiveness or awareness. Creating and implementing an internal and external communications strategy will ensure clients, employees, outgoing and incoming leadership, and other stakeholders respond positively.
Important messaging points include:
Communicate your company’s celebration and affirmation of change
Tell your audience(s) why the change is occurring
Position the change in a clear, honest and positive manner
Communicate how the change will benefit all stakeholders: clients, employees team leaders, and internal and external partners
Remember, communicating change is only part of the task – achieving “buy-in” from all relevant audiences is what drives success.
Auction.com, the nation’s largest online real estate marketplace and considered the “eBay of real estate since 2007,” decided to change its name to Ten-X in January of 2016.
The Hoyt Organization had worked tirelessly for five years to reach a cherished goal: Ensure that Auction.com achieved at least one clip per day for every day of the year. When the decision was made to rebrand, the client’s primary concern and objective was that Ten-X quickly and effectively permeate the marketplace.
The Challenge
Ensure that Ten-X, like Auction.com, averaged at least one story per day in targeted publications for every day of the year.
The Solution
The primary objective over the course of a year was to manage the brand by ensuring a seamless transition from Auction.com to Ten-X. THO set an internal goal of ensuring that the average clip/day count was maintained and, in most months, accelerated from one brand to the next.
Since every target publication had covered Auction.com over the company’s nearly ten-year history, THO cross-checked an extensive list of every reporter and editor who had written about the company. This list included more than 1,000 contacts.
Upon finalization of the materials which would unveil the new Ten-X brand, embargoed outreach to a top-tier list of approximately 200 reporters and editors began. Once these stories were negotiated, THO initiated outreach to the full list of more than 1,000 writers to ensure both coverage of the re-brand and awareness of the name change to ensure continuity of daily coverage.
THO also served as diligent traffic cops to identify and correct any outdated or incorrect uses of the new brand.
Results
From July 2015-June 2016, despite a significant name change and 100% rebrand, the program maintained the company’s media dominance. As a result, the Ten-X name hit the marketplace without losing even the slightest bit of traction. Over the course of the subsequent one-year period, the campaign placed 621 reporter-authored stories, an average of 1.7 articles per day.
Takeaways
Careful planning and building relationships are the two biggest drivers of success in any media campaign. In this case, the client and reporter alike knew there would be a continuity of service and expertise that transcended any brand. It’s because THO is known for, and provided, trusted customer service to both the client and targeted media outlets.
Launching CIRCA, a new, almost $500 million mixed-use development of luxury rental apartments, restaurants and retail space, was a very exciting moment. However, given the political climate, the cost of housing in Los Angeles, and a myriad of other challenges, it was critical that the first announcement be handled very carefully. Developers of CIRCA turned to THO to lay the groundwork.
The Challenge
The launch of an iconic project of this scope always starts with the groundbreaking, the first event that would essentially unveil the overall largesse, design and intricacy of the complex. CIRCA, which is anchored by LALive, Staples Center and the Los Angeles Convention Center, is part of an area that is designed to rival the likes of New York City’s Times Square. The 1.6 million SF property houses two 35-story towers made up of 648 luxury rental units, 48,000 SF of retail space, 15,000 SF of digital signage and 1770 parking spaces. THO knew it would quickly become one of the most iconic luxury developments in the area.
The Solution
As the first peek of the project, a simple but elegant groundbreaking was designed to include only those close to the project along with key dignitaries, like the Mayor of Los Angeles and LA City Councilmembers, among others. However, due to the political climate surrounding Los Angeles housing, media training was conducted with the development’s key persons to make sure they were prepared to answer difficult questions regarding housing in Los Angeles.
Results
It was an exciting event attended by more than 100 people and media coverage included ABC7, CBS2, KPCC, KNX, Los Angeles Business Journal, many major trade publications and more. In addition, extensive coverage beyond the local and English-speaking world was achieved with placements in The Korea Times, World Journal (a Chinese publication) and MundoFox 22. As a result, CIRCA was positioned as a major component of the growing downtown community and gained credibility as a sign of revitalization and economic investment in the area.
Takeaways
Anytime a new development enters the market, it is essential to carefully craft how that project should be presented. Additionally, media training is crucial when a project not only touches, but shapes, the political landscape – this ensures the spokesperson will be prepared to answer difficult questions.
When a major direct lender decided to expand its source of capital beyond one avenue, they also changed its name to demonstrate their new capabilities. They turned to The Hoyt Organization to amplify the new entity in the marketplace.
The Challenge
The new company launch was to be completed in less than 30 days. THO sprang into action. The new name, Calmwater Capital, was selected to better reflect the firm’s increasingly diverse sources of capital and provide the flexibility to service a broader range of borrowers nationwide. Key to our program was making sure the name recognition from the principals carried over; thus, while the team wasn’t new, the name reflected their new direction.
The Solution
We launched marketing efforts which included highlighting the re-brand of the firm in the form of e-blasts, brochures, postcards and letterhead/business cards. Simultaneously, we launched a media relations program to begin positioning the new company as an industry leader, backed by solid, well-respected industry experts.
Results
We targeted a number of high-level industry trades to set the stage for the new company. Features appeared in Property Funds World, Globest.com, Real Estate Capital News and a number of other industry outlets specifically targeting their niche market. In addition, all of the marketing materials were designed, completed and delivered on time. Thus, we were able to complete the re-brand and build an initial marketing profile aimed at boosting national exposure.
Takeaways
When faced with this type of tight timeline, keeping it simple is the best and most effective way to make sure all the various channels are working together. Also, truly working together as a team allows a company to accomplish just about any task in a narrow time-frame, when all the gears are in sync.
A national commercial real estate firm with regional expertise, Lee & Associates embarked on an ambitious expansion plan. The business strategy focused on targeting local, smaller shops with strong industry leaders already in place, and melding the operation into the much larger platform at Lee.
THE CHALLENGE The company turned to THO to develop, create and implement a public relations program that had two primary goals: build overall brand awareness on a regional and national basis which would support their recruiting efforts as the company expanded; and provide consistent materials and information for each company as they came on board, thus each individual launch had an ‘instant start-up’ to make their move to the Lee platform successful.
THO’S SOLUTION The program involved three steps:
First, THO created a series of templates that would allow give internal marketing champions an instant starting kit which could be used in their local market.
Second, the local and national outreach objectives were defined and developed for each new market.
Finally, the launch, which included opening events, various advertising/marketing components and media outreach on both a national and local level, was held for each market.
The program, which was developed and expanded over an eight-year period, included the development of a full-scale media relations program, an advertising and e-blast program focused on recruiting, the launch of the Lee social media platforms including Facebook, LinkedIn and Twitter, and the development of select trade show and marketing materials.
RESULTS Over the eight-year period, the firm grew from about 20 offices to more than 55 offices throughout the country. In one year alone, they added five offices which resulted in approximately 550 placements and 21 million impressions at a cost of $.008 per impression. The program provided solid exposure that supported their expansion efforts on a national and regional basis.
A new 208-unit multifamily project designed specifically to meet the needs of the Millennial generation was under construction. After conducting in-depth research, the developer embarked on a project branded Elevé, a complex designed specifically to meet the needs of Millennials. But what does that mean? The focus was on creating a development that speaks to how Gen Y lives, not just where.
The complex consisted of micro-units with a focus on amenities such as a 26,000-square-foot sky-deck that housed a full-service dog park, an outdoor movie theatre, a rooftop sports bar with barbeque, two spas, and a number of sustainable features such as electric car charging stations, space for organic gardens, on-site recycling center and parking for 75 bicycles. The developer turned to THO to create a program to unveil this exciting new product.
THE CHALLENGE At the time of the opening, multifamily development was at an all-time high in Los Angeles. Additionally, Millennials generally prefer living in dense, diverse urban areas over suburban environments. With Elevé located in Glendale, California — a city known for its tranquility ‒ the outreach needed to include key messages regarding the more artistic, vibrant and creative side of Glendale.
THO’S SOLUTION THO developed a public relations campaign which focused on the impact that Millennials had on the market, as well as the lack of housing for young professionals. It highlighted the complex not only as the place to be for the Millennial generation, but also the surrounding area which included a wide variety of restaurants, nearby shops and a myriad of other amenities within walking distance. In addition, the developer was positioned as the market expert in meeting the needs of the current rental market. The goal was, of course, to get it leased as quickly as possible.
RESULTS The results were astounding. The open house included a full-scale tour of the project with extensive electronic coverage on several major news stations including KTTV and KABC. The initial launch resulted in feature coverage in the business section of the Los Angeles Times, CurbedLA, Globest.com, The Industry Insider, HousingWire, Bisnow.com, and more, with major pick up in all verticals. In the following six months, over 80 articles were secured in addition to the broadcast coverage.
The project was more than 75% leased within months of the pre-grand opening, and fully leased shortly thereafter.
TAKEAWAYS
Highlight a variety of benefits and amenities to appeal to a greater number of potential renters
Leverage recent surveys, statistics, market reports, etc. to provide third-party credibility and supporting points to your launch
Make sure the visuals are compelling and interesting
How can developers stabilize lower income housing communities? Where can residents go for information and help? One such organization provides service enriched programs that not only provides answers but is focused on creating a stronger sense of community. The benefits are tremendous. The developer has a stronger asset with less tenant turnover, and the community has a thriving base that supports self-sufficiency and success for their residents. But how can they get the word out?
Rainbow Housing Assistance Corporation (Rainbow), a non-profit organization that provides service enriched housing programs for residents of rental housing communities, enlisted THO to create a program that would support its mission.
THE CHALLENGE At the time, many in the affordable housing industry did not understand the value of Rainbow and its services, particularly the connection between the organization’s supportive services and increased ROI for owners and investors. This situation is common among professional services firms, as it is often difficult to convey how third-party services directly support a company’s bottom line.
THO’S SOLUTION THO’s approach centered around highlighting how a service-enriched housing model implemented by a third-party positively impacts ROI for owners, investors and developers of affordable communities nationwide.
Our communications strategy focused on the following:
We increased visibility for Rainbow among in national, regional and hyper-local news and business outlets for the affordable housing industry;
We positioned Rainbow as a thought leader in affordable housing, giving additional third-party credibility; We expanded Rainbow’s capacity for coverage by partnering with leaders in affordable housing finance by co-authoring with other organizations; and
We created opportunities for Rainbow-led research which positions the organization as a knowledgeable and essential voice in the industry.
RESULTS The THO program has exceeded a 250% return on Rainbow’s investment each year. Through media interviews and Q&As, guest bylines and co-bylines, podcasts, an NYC media tour and the development of a positioning paper backed by dedicated research, THO’s PR program launched Rainbow into the national spotlight as a credible source for information, an authority on resident services and, ultimately, a valuable asset for affordable communities nationwide.
Rainbow has contributed to the national conversation surrounding affordable housing in new and valuable ways. The amplified media coverage for the organization has allowed its leadership team to connect with industry influencers nationwide on an expanded platform.
TAKEAWAYS Professional services organizations will always face the challenge of proving how services offered make a difference for clients. As such, it is critical to implement a thoughtful communications plan that frequently reinforces this message.
Key strategies include:
Leveraging existing business partnerships to strengthen your voice Combining business travel and conferences with in-person media meetings to solidify relationships with key influencers Incorporating statistics, possibly via case studies, primary research or third-party data, to support your key messages
Make us your first call if you’re launching a new product or service, re-branding or encounter a need for media relations or crisis communications. We’re here for you:
How can developers stabilize lower income housing communities? Where can residents go for information and help? One such organization provides service enriched programs that not only provides answers but is focused on creating a stronger sense of community. The benefits are tremendous. The developer has a stronger asset with less tenant turnover, and the community has a thriving base that supports self-sufficiency and success for their residents. But how can they get the word out?
Rainbow Housing Assistance Corporation (Rainbow), a non-profit organization that provides service enriched housing programs for residents of rental housing communities, enlisted THO to create a program that would support its mission.
THE CHALLENGE At the time, many in the affordable housing industry did not understand the value of Rainbow and its services, particularly the connection between the organization’s supportive services and increased ROI for owners and investors. This situation is common among professional services firms, as it is often difficult to convey how third-party services directly support a company’s bottom line.
THO’S SOLUTION THO’s approach centered around highlighting how a service-enriched housing model implemented by a third-party positively impacts ROI for owners, investors and developers of affordable communities nationwide.
Our communications strategy focused on the following:
We increased visibility for Rainbow among in national, regional and hyper-local news and business outlets for the affordable housing industry;
We positioned Rainbow as a thought leader in affordable housing, giving additional third-party credibility; We expanded Rainbow’s capacity for coverage by partnering with leaders in affordable housing finance by co-authoring with other organizations; and
We created opportunities for Rainbow-led research which positions the organization as a knowledgeable and essential voice in the industry.
RESULTS The THO program has exceeded a 250% return on Rainbow’s investment each year. Through media interviews and Q&As, guest bylines and co-bylines, podcasts, an NYC media tour and the development of a positioning paper backed by dedicated research, THO’s PR program launched Rainbow into the national spotlight as a credible source for information, an authority on resident services and, ultimately, a valuable asset for affordable communities nationwide.
Rainbow has contributed to the national conversation surrounding affordable housing in new and valuable ways. The amplified media coverage for the organization has allowed its leadership team to connect with industry influencers nationwide on an expanded platform.
TAKEAWAYS Professional services organizations will always face the challenge of proving how services offered make a difference for clients. As such, it is critical to implement a thoughtful communications plan that frequently reinforces this message.
Key strategies include:
Leveraging existing business partnerships to strengthen your voice Combining business travel and conferences with in-person media meetings to solidify relationships with key influencers Incorporating statistics, possibly via case studies, primary research or third-party data, to support your key messages
