References.

Our clients include German and international technology and industrial companies from various key industries that rank among the leading players in their respective markets. Our focus is on medium-sized companies, in whose culture we are firmly rooted. Furthermore, we look after and advise a whole number of consulting clients. These include law firms as well as classic management consultancies. Due to this broad line-up, we have a profound knowledge of the German and international business and media landscape, from which our clients benefit in every project.

CASE STUDIES.

To give you a better picture of our work, we have presented some of our client projects in case studies. Most of these are anonymous, since we always keep client information confidential. Nevertheless, they are real projects that give you an impression of how we operate in practice and of the results we achieve.

Social media communication for a film and tv studio

STARTING POSITION

One of the leading German film and television studios wanted to improve how it is perceived nationally and internationally. Especially in other European countries and the USA, its aim was to boost awareness of its products and services. At the same time, the studios wanted to establish an international network via social media in order to get closer to partners and stakeholders. Until now, the company had only been sporadically active on social media.

OUR TASK

Set-up and establishment of a suitable, easy-to-use social media channel to

  • Build an international network
  • Make the service portfolio better known
  • Strengthen the image as a leading German studio provider and high-performance full-service partner
  • Support press relations and marketing communications

TARGET GROUPS

  • Existing and potential customers and partners; inter alia (international) producers, production managers, directors, broadcasting services and streaming services
  • (International) marketing agents, influencers, artists and journalists
  • Employees and potential employees

 

SELECTED CHANNELS

  • Clear focus on LinkedIn as an international exchange platform
  • Xing and Kununu as online business cards
  • Facebook profile as online business card

MEASURES

  • Development of a comprehensive social media strategy
  • Drawing up social media guidelines for employees
  • Setup of suitable social media channels with a clear focus on LinkedIn
  • Drawing up a practical editorial and content plan

 

  • Conception and development of issues as well as the implementation of postings (texts in the English language, pictures and videos)
  • Regular trend research
  •  Monthly social media analysis for success monitoring

OUTCOME

  • The newly set up LinkedIn channel quickly established itself as one of the most important information channels for our client
  • A network with several thousand followers from the international sector emerged (almost exclusively organic growth)
  • Direct leads were generated via LinkedIn
  • Offerings and services were made better known, a positive image was strengthened and the brand was refined
  • The social media channels successfully supported the recruiting of new employees

Trade fair PR for an international polymer distributor

STARTING POSITION

Shortly after the market entry of a newly founded polymer distributor, the world’s biggest plastics trade fair took place in Germany. Here, the new company was to appear with a fresh, innovative trade fair programme that would attract the industry’s attention. The presented innovations as well as the most important people in the company were to be introduced to a broad-based trade audience.

OUR TASK

  • Draw as much attention as possible to the trade fair presentation
  • Design a creative and interesting trade fair programme
  • Increase awareness of the new company and spread its brand message
  • Cultivate or build contacts with important key journalists
  • Support the information transfer at the trade fair stand

 

TARGET GROUPS

  • New and existing customers
  • Partners and potential partners
  • Multipliers and opinion leaders, journalists

SELECTED CHANNELS

  • Trade press
  • LinkedIn
  • YouTube
  • Company website

 

MEASURES

  • Concept and content design of specifically developed trade fair TV (twice daily) with interesting contacts from the industry and various trending topics
  • Editorial supervision of the video editing for YouTube, LinkedIn and the website
  • Placement of announcements and a final report in the trade press

 

  • Arranging interviews with key journalists at the trade fair stand and accompanying them
  • Development of info leaflets and fact material for fair pillars
  • Support in the design of the trade fair stand

OUTCOME

  • The trade fair TV was an audience magnet that attracted many visitors daily. In this way the visitor numbers at the trade fair stand could be increased overall
  • Alongside the trade fair over 40 organic LinkedIn posts were created that led to a rapid increase in followers; in addition, 20 videos for the YouTube channel
  • Extensive preliminary and follow-up reports were placed in the industry press
  • Key journalists accepted the invitation to visit the stand and conduct background discussions and interviews. As such, important people in the company were positioned as experts

Communications strategy for a newly established company

STARTING POSITION

A globally operating distributor of polymer-related products was newly founded as a merger of two well-known companies. The new distributor wanted to distinguish itself not only strategically, but also visually and communicatively from its two founding companies and be perceived by the industry as a new, independent and innovative company. Therefore, a fundamental marketing and communications strategy had to be developed – internally as well as externally.

OUR TASK

Fundamental strategic brand and communications planning in order to

  • Make the new brand known
  • Publicise the benefits of the new player
  • Establish a new innovative image
  • Support lead acquisition
  • Support the internal development of a common corporate culture

 

TARGET GROUPS

  • (Potential) customers
  • Suppliers and partners, e.g. logistics providers and banks
  • Multipliers/opinion leaders
  • (Potential) employees
  • Journalists

SELECTED CHANNELS

  • Trade press
  • LinkedIn
  • YouTube
  • Intranet
  • Newsletter

 

MEASURES

  • Development of a fundamental communications strategy including PR measures and a timeline
  • Development of a comprehensive social media strategy including a competitor analysis
  • Development of a cultural change strategy for internal communications
  • Content planning for press relations, social media channels, direct communication as well as internal communications

 

  • Preparation of a social media toolbox for international employees to enable them to identify social media topics locally
  • Creating social media guidelines for employees
  • Close cooperation with the marketing agency to develop the brand purpose

OUTCOME

  • Development and launch of a new, dynamic brand
  • Foundation for successful corporate communications in the short, medium and long term; thereby, e.g. support of the launch with numerous media reports that establish the company as a new big player in the industry and that can be built upon
  • Outline of a sustainable editorial plan and planning of communications topics that ensure continuous coverage in the trade media and constantly new content for social media
  • Fundamental set-up and establishment of LinkedIn as an essential information channel of the company
  • Co-creation of a common internal culture

Positioning a medium-sized enterprise as a thought leader

STARTING POSITION

The federal government has decided to introduce smart meters: these digital electricity meters are the basis for a successful energy revolution. Our client, a medium-sized company, is a leading manufacturer of intelligent electricity meters (smart meters) and has been investing in the development of legally compliant devices for years. However, elaborate certifications have postponed the rollout of the devices. The energy industry and consumers doubt their usefulness.

OUR TASK

  • Establish our client as a thought leader for future issues such as e-mobility, smart grid and smart energy
  • Positively influence the media coverage of smart meters
  • Position smart meters as an indispensable building block for the future energy industry
  • Increase the pressure for investment and decision-making in the energy sector

 

TARGET GROUPS

  • Energy industry
  • Associations
  • Politicians
  • Authorities

SELECTED CHANNELS

  • Trade press
  • Daily and business press
  • YouTube
  • Company website

MEASURES

  • Positioning the CEO as an expert and thought leader on the digitalisation of the energy industry through interviews, commentaries, statements, editorials, articles in trade journals, etc.

 

  • Corporate film that links the energy world of tomorrow and SME production that is Made in Germany
  • Reinforcement of the digitalisation of the energy transition via the internet

OUTCOME

  • The company is perceived by the media as one of the leading companies in the industry and positioned accordingly
  • Establishment of the CEO as an important figure for the digitalisation of the energy industry by means of opinion pieces and interviews
  • The CEO is named one of the most important minds in the energy industry by the specialist project Energy 4.0. The CEO is increasingly requested as an expert for digitalisation of the energy industry by politicians, the press and associations.

Customer newsletter for a global solar company

STARTING POSITION

A German solar company with projects and branches worldwide was involved in profound restructuring. This also brought changes for its customers and partners: a simplified product portfolio, new project focuses, a new sales structure and not least, the reversal of old habits. In this change process, the customers and partners of the company were to be given guidance and convinced of the benefits of the restructuring.

OUR TASK

  • Carefully communicate the corporate change and underline its advantages
  • Achieve acceptance for the initiated changes
  • Intensify customer care and loyalty at this tricky stage
  • Position the company as a vital, innovative provider
  • Increase the hit rates on the website

TARGET GROUPS

  • Customers
  • Partners
  • Multipliers

 

SELECTED CHANNELS

  • Newsletter
  • Company website

MEASURES

  • Fundamental redesign of the company newsletter, that was previously produced using basic in-house tools
  • Design of an editorial programme with frequency of publication, categories, topics, success factors

 

  • Cooperation with the advertising agency in developing a design and template
  • Editorial implementation, meaning the editorial plan, draft and coordination of texts, selection of images

OUTCOME

  • Extremely positive client feedback
  • Considerable increase in user numbers (subscribers, visits and time spent on the website)
  • Considerable improvement of Google ratings of the company website (through linkage to news site)

Restructuring of an automotive supplier

STARTING POSITION

A German automotive supplier (tier 1) with approximately 4,000 employees worldwide had to reduce its costs. In addition to a collective restructuring agreement, the plan was to relocate half of the German jobs to foreign sites. Apart from the usual criticism from employee representatives and politicians, family members took part in media-effective campaigns such as picketing in front of the head office.

OUR TASK

  • Provide PR support for the entire restructuring process
  • Foster understanding of the necessity of the measures
  • Ensure that the management’s position is taken into account in the media coverage
  • Stop the rumour mill
  • Neutralise the PR actions of the employee side

TARGET GROUPS

  • Employees
  • Politicians
  • Media

 

SELECTED CHANNELS

  • Media (local and trade press)
  • Direct communication (circulars, meetings, etc.)
  • Facebook

MESAURES

  • Development of a storyline: coherent presentation of the measures and the necessities
  • Development of speech rules and FAQs including objection handling
  • Press releases on milestones

 

  • Interviews and background discussions with local media representatives
  • Direct communication to important stakeholders

OUTCOME

  • Numerous media reports at the launch based on our storyline
  • Subsequently hardly any response in the trade media
  • Consideration of the customer perspective also in the subsequent critical reporting in the local press
  • The management has sovereignty over information vis-à-vis the staff.
  • Increasing distancing of the local press from the critics

Litigation PR for a start-up company

STARTING POSITION

A start-up entered a market with a new business model that three US corporations had split between themselves. When the new trading company achieved its first notable successes, one of the US corporations sued and won before a higher regional court. The start-up then turned to the Federal Supreme Court. The latter referred the case to the European Court of Justice, which finally ruled in favour of the newcomer. möller pr supported the start-up from the outset as well as backing all the legal disputes, which attracted considerable attention across all media – in some cases even throughout Europe.

 

OUR TASK

  • Securing sovereignty of opinion
  • Steering media coverage, securing initiative
  • Making complex legal issues understandable
  • Coordinating communication with partners

TARGET GROUPS

  • Customers
  • Sales agents
  • Multipliers

SELECTED CHANNELS

  • Trade, business and national daily media in German-speaking countries and selected EU markets
  • Presentations at events, also by independent third parties
  • Expert opinions and studies by independent third parties
  • Lobbying at federal level

 

MEASURES

  • Informing the media in real time about new events in the course of proceedings, including classification
  • Regular background discussions with key journalists
  • Placement of numerous interviews with the company founder in key media

 

  • Fending off PR attacks from the opposing side
  • Placement of opinions and analyses by independent third parties

OUTCOME

  • The David vs. Goliath approach worked: The majority of the public was on the client’s side
  • The client’s successes attracted widespread attention
  • Defeats were mostly put into perspective and linked to future prospects
  • The young company gained nationwide recognition; sales multiplied

PR support at Unister’s insolvency proceedings

STARTING POSITION

The travel company UNISTER (www.fluege.dewww.ab-in-den-urlaub.de, etc.) had to file for insolvency after its owner’s fatal plane crash. The financial situation of the group was precarious. Its booking figures collapsed. Despite this, the provisional insolvency administrator attempted to continue business operations and commissioned us with accompanying communications. During the proceedings, new scandals kept coming to light.

OUR TASK

  • Reduce negative coverage and focus on positive issues to win back customers
  • Bind employees to the company and get the office grapevine to wither
  • Manage recurring crises
  • Provide PR support for the M&A process

 

TARGET GROUPS

  • End customers
  • Tour operators
  • Stakeholders (e.g. consumer associations, politicians)
  • Employees

SELECTED CHANNELS

  • Business, regional and trade media
  • Internal communication via internal digital channels
  • Direct communication to key external stakeholders
  • Customer information via appropriate channels, especially internet and call centres

 

MEASURES

  • Numerous press releases to trigger media coverage of the restructuring progress
  • Constantly inform staff about progress achieved and subsequent measures

 

  • Repeated clarification of scandalous issues
  • Regular background discussions with journalists so they could assess the measures taken

OUTCOME

  • Booking figures increased significantly again, the group was in the black for the first time in years
  • Only a small outflow of employees
  • Negative reporting decreased steadily
  • The M&A process was successfully completed without any significant leaks

möller pr was awarded the Wirtschaftswoche Best of Consulting prize for this project.

PR in support of NIKI airline’s M&A process

STARTING POSITION

After the sale of the Air Berlin subsidiary NIKI to Lufthansa failed, NIKI , which was actually a healthy airline, also had to file for insolvency and cease flight operations. As a result of the insolvency application, the general loss of take-off and landing rights was imminent. The provisional insolvency administrator therefore had to find a buyer as quickly as possible and commissioned möller pr to provide PR support for the M&A process. A storm broke out.

OUR TASK

  • Ensure confidentiality of investor names in the ongoing M&A process
  • Steering media coverage, in particular spreading confidence
  • Availability 24/7
  • Retain staff
  • Handling or responding to hundreds of media enquiries including structured development of the necessary lines to take

 

TARGET GROUPS

  • Potential investors
  • Passengers
  • Employees

 

SELECTED CHANNELS

  • Business, regional and trade media, especially in Austria
  • Internal communication via internal digital channels

MEASURES

  • Fend off repeated, tactically motivated attacks against the insolvency administration (especially on the part of Niki Lauda)
  • Prevent ongoing reporting that threatened to be based on misleading rumours
  • Numerous background meetings with journalists, and explaining the complicated insolvency and company law issues

 

  • When the first purchase agreement fell through: Re-establishing communication and dampening the catastrophic mood that had arisen
  • Coordinating communication with the purchasers on the occasion of signing and closing

OUTCOME

  • Due to the factual line of argument and information transfer, a relationship of trust could be established with important key media, which paid off in critical situations
  • Criticism from the Austrian media decreased quickly because many media recognised that the insolvency administration was concerned with the best possible solution
  • The constructive role of the insolvency administrator after the failure of the first round of investors was widely acknowledged
  • The employees remained loyal to the company until the end of the investor process

möller pr was awarded the Wirtschaftswoche Best of Consulting prize for this project – for the second time in a row.

CLIENT VOICES.

SPRECHEN SIE UNS AN.

 

Über dieses Formular können Sie Kontakt mit uns aufnehmen.

Oder Sie schreiben eine Email an info@moeller-pr.de.

Sie erhalten umgehend Antwort.