Public New York City

Challenge

Air Partner is a global leader in air charter and carries the Royal Warrant from the Queen. The challenge was to increase brand awareness for Air Partner stateside, in an atmosphere saturated with charter brokers and competitors with sizeable marketing budgets. With established brand reputation in Europe and around the world, previous efforts in the U.S. had failed to garner much media response.

Challenge

Petrossian is the world's finest name in caviar. For most North American palettes, caviar is an acquired taste. And unlike France or Russia, our culinary collective doesn't make broad use of the delicacy. For this reason, caviar has remained largely a mystery.

Challenge

Zurich is a top ten global insurer and had experienced strong disapproval rates and increasing consumer distrust during the financial crisis. In order to separate itself from the negative stereotypes that plagued the industry, Zurich retained PUBLIC to head its North American public relations efforts.

Challenge

After the 2008 financial collapse, the SETI Institute was faced with significant funding challenges, and soon recognized the importance of engaging in a more meaningful dialogue with the general public. They needed to corral their far-reaching scientific group to convey the full measure of their work - spanning the gulf between the parochial academic world and regular science enthusiasts.

Challenge

Film investment, as an alternative asset class, is an unpredictable market. The high-risk and low guarantee can make the film industry an erratic and, sometimes, volatile investment arena. A new start-up with an untested approach to independent film production, IndieVest, needed to establish itself as a credible name in order to attract and build trust among its investors.

Challenge

Supply chain management and forecasting are fairly arcane subjects for national audiences to consume. Demand Foresight, as an accomplished, but relatively unknown small business, faced larger competitors that dominated the space. Increasing awareness to Fortune 500 businesses was key and a large marketing budget was out of the question.

Challenge

Microgrids may very likely be the future of energy - managing an aging electrical grid and keeping it safe. Microgids, as a theory, is exciting policy makers and major corporations, but none have yet to be formally built. Generating interest in an unproven idea, yet so important to the energy sector, would require creative maneuvering.

Challenge

FUSE Science obtained PUBLIC to take its public relations efforts from a local level to the national stage. With products featuring revolutionary technology and top athletic endorsements, there was much potential but little planning beyond routine press release distribution. FUSE Science needed to become relevant to the national news cycle, applying its technology not just to the sports industry but to the medical and humanitarian arenas as well.

Challenge

An independent film distributor with a focus on print and advertising, Sycamore's platform in the industry was largely untried. Much like with IndieVest, PUBLIC's challenge was to establish Sycamore as a viable resource for investors, mitigating risk in a turbulent market.

Challenge

The world of cosmecueticals is a booming business, but dominated by major industry players that saturate the glossies with expensive ads, celebrity endorsements, and substantial marketing budgets. Beyond regular product placements in the usual fashion and beauty magazines about their groundbreaking technologies, Osmotics needed to make an impression on a local level to reach their audience.

Challenge

CD International Enterprises Inc., a NASDAQ-listed company, consisted of two separate business segments--Chinese metal production, and investor consulting-each of which offered their own set of distinctive challenges. As an American-based company that assisted publicly-listed Chinese companies, CDII had to cope with the growing anti-Chinese sentiment emerging in marketplace. When it came to their metal production business, CDII was one of the largest producers of magnesium, but were unsure how to publicize their credibility.

Challenge

The world of mobile technology has exploded over the past 5 years, and countless mobile app companies have emerged. MacroSolve began in the mid 1990's, paving its way as a leader in business-to-business mobile apps, and securing a location-based patent in the process. But with so many companies clamoring to be part of the new tech bubble success, MacroSolve found itself a credible leader wading in a sea of copycats.

Challenge

While Americans appreciate and enjoy champagne, they are generally uneducated about its pairings, versatility and origins. As a result, the process of choosing a champagne has largely been dictated by labels and marketing spend. Taittinger, one of the finest champagne houses in the world, had a branding problem in the US competing with the likes of Veuve Cliquot and Moet.

Challenge

Pablo Fitness obtained PUBLIC to brand its classes amongst qualified fitness studios in New York City. A boutique gym offering Spinning, Zumba and yoga, PUBLIC's challenge was to brand and market both Pablo Fitness' founder, Pablo Toribio, as a resource for the New York City and fitness communities as well as the studio's class line-up.

Challenge

A warrant for environmental conservation is nothing new. Alternative technology is a necessary step toward a more sustainable society and wind power has become the fastest-growing sector in renewable energy. UGE needed to separate itself from other ecologically sustainable companies, and prove why wind power, and specifically a vertical-axis style turbine, is essential for the future of alternative energy.

Challenge

SFERRA makes some of the world's finest linens. To industry cognoscenti, they are at the pinnacle of fine Italian craftsmanship. Yet to improve brand recognition amongst a larger, but equally affluent market, SFERRA had to find new ways to connect to media.

Challenge

Charter and private aviation saw a tremendous decline during the economic downturn. To boot, the onslaught of negative news (including the Big 3 arriving to DC in jets) and an overall deleterious impression made it difficult to discuss private aviation positively in the media.