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DKC

DKC. November 12, 2008. DR. OZ – The Opportunity. At a time of economic crisis and stress for America, more than ever, millions of people need to focus on integrated health and wellness, broadly defined. From aging Baby Boomers, to Millennials going into the

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  1. DKC November 12, 2008

  2. DR. OZ – The Opportunity At a time of economic crisis and stress for America, more than ever, millions of people need to focus on integrated health and wellness, broadly defined. From aging Baby Boomers, to Millennials going into the workforce and starting families, the time is ripe for a ground-breaking show like DR. OZ. 2

  3. DR. OZ – The Challenge In 2009, a new president, economic downturn and a proliferation of content on TV, radio and online create intense competition for time and mindshare with potential audiences. While Dr. Oz the man is well-known, beloved, and very visible in the media, DR.OZ, the show must become a sensation. 3

  4. DR. OZ – Strategy 4

  5. DR. OZ – Our Strategy • Position DR.OZ as a new, pioneering breed of TV show: part news show, part entertainment, part empowerment for all. • This positioning will emphasize how the broadcast and online programs, along with Dr.Oz’s ongoing medical work, integrate to create a powerful resource for millions of Americans. • Create a national conversation on health and wellness, bringing these issues out into the open and talking about what we can do to become healthier as a nation. • This positions DR. OZ as a thought-leading show, in the tradition of the gold standard, The Oprah Winfrey Show. 5

  6. DR. OZ – Our Strategy • Using a wide-ranging approach to media relations, place DR.OZ stories in unexpected places. • His areas of expertise creates possibilities for stories in the sports, technology, business, lifestyle and news sections and targeted publications. • Reach out to a broad demographic with the important and diverse wellness information provided by DR. OZ. • Position website and social networks as communities of like-minded individuals, with unique content from the broadcast show. • Appeal to both men and women, across all age and demographic groups – you need Dr. Oz’s advice, no matter where you are in your life and wellness journey. 6

  7. DR. OZ – Our Strategy • Success for DR.OZ depends upon managing the three pillars of communications: • National conversation on health & wellness • Your relationship with Dr. Oz • DR. OZ as pioneering TV and online presence 7

  8. DR. OZ: Communication Pillars • National Conversation • Develop and implement far-reaching media relations campaign to engage local, regional and national press across traditional and new media platforms. • Leverage Dr. Oz’s regular appearances on TOWS, Esquire column and national speaking appearances. Dr. Oz: media pioneer DR.OZ, the show, is unlike anything on TV and online today. Dr. Oz as trusted news figure, lifestyle commentator, and practicing physician is “America’s MD.” Your relationship with Dr. Oz Social networking and online activities allow audiences to receive only the DR.OZ content they need. Creating local and national in-person and online events for audiences to engage the man and the show. 8

  9. DR. OZ – The Brand Dr. Mehmet Oz “DR. OZ” Applying Dr. Mehmet Oz the Brand to DR. OZ the Television Show World renowned surgeon attached to a leading academic medical center Regular guest on TOWS, magazine and syndicated columnist, and frequent lecturer Father of four and hero doctor who saves lives Author of ground-breaking, best-selling books on personal health and wellness Most credible source for medical and wellness advice and information on TV and online The “go to” expert for major media on intersection of medicine, health and lifestyle factors, ranging from stress, financial worries to sexual wellness and spirituality Compassionate, thought-provoking facilitator of national dialogue on important health issues Trusted advisor for Americans, from all walks of life – someone you have a relationship with, more than a TV personality 9

  10. DR. OZ – Our Strategy • Create a plan with three phases that accomplishes the following: • Teases a wide variety of audiences, in traditional media and online, to create high expectations for the show. • Leverages existing media appearances and “news of the day” to give Dr. Oz a platform for discussing the show. • Promotes the business aspects of the show in trade and business media. • Builds a loyal community of followers, who identify with Dr. Oz and his practice. • Makes DR. OZ a major media and tune-in sensation at launch and beyond. 10

  11. DR. OZ – The Plan Phase One: Pre-launch (November 2008-May 2009) 11

  12. DR. OZ – The Plan Phase One Objectives November 2008 to May 2009 • Lay the groundwork for a widespread consumer tune-in campaign by maintaining a high profile for Dr. Oz. • To further elevate consumer awareness of Dr. Oz without cannibalizing future opportunities timed around the launch of the show. • Enhance industry buzz and anticipation for the show. • Support efforts by Harpo and Sony Pictures Television (SPT) to secure 100 percent clearance for show, as well as increasing advertising, sponsorship, marketing partners, etc. 12

  13. DR. OZ – The Plan Phase One Tactics November 2008 – May 2009 Consumer: • Widespread consumer media that keeps Dr. Oz top of mind while alluding to the upcoming show. This will include: • News stories and items emanating from his many appearances around the United States. • Print, electronic and online pick up of newsworthy segments from TOWS, SIRIUS radio and columns from Esquire • Inclusion in trend stories on cardiology and/or health and wellness issues • Features on new technology or techniques that Dr. Oz is utilizing in the operating room. • Human interest feature pieces on patients who have been / are being saved by Dr. Oz. • Leverage Dr. Oz’s existing assets to the benefit of the show, specifically: • Book promotion on Good Morning America in December and January • Book promotion in USA Weekend • Women’s World Cover feature • TOWS “Live Your Best Life” Week • CES appearance 13

  14. DR. OZ – The Plan Phase One Tactics November 2008 – May 2009 Consumer: • Use “News of the Day” issues to create topical opportunities for Dr. Oz comment: • Examples include: “Staying on your diet during Super Bowl”; “How President Obama sets the example on fitness”; “How to reduce stress during tax season”; etc. • Use American Heart Month (February) as platform for Dr. Oz’s messages. • Leverage status as expert commentator (i.e. sudden death of prominent individual, new health study released, etc.) • Pitch feature profile stories on Dr. Oz to long lead national print media for October issues (September on-sale). These will include: • Men’s and women’s interest/lifestyle magazines • Business magazines • Television and entertainment trade magazines 14

  15. DR. OZ – The Plan Phase One Tactics November 2008 – May 2009 Consumer: • Dr. Oz for Surgeon General campaign • Online and offline campaign to nominate Dr. Oz as the new surgeon general of the United States. • Create a form and collect votes to show the massive support for Dr. Oz as “America’s MD.” • Should be organized by third party – “Draft Oz” committee. • Use this to also gauge public opinion on issues of public health, going into a new presidential administration. 15

  16. DR. OZ – The Plan Phase One Tactics November 2008 – May 2009 Consumer Online: • DR. OZ online plan will accomplish two things: • Launch and drive traffic to new website • Use social networks and popular blogs to build a strong relationship between Dr. Oz and his audience • All web activities should begin in advance of show launch – so that the show builds a constituency and loyal fan base even before it exists. 16

  17. DR. OZ – The Plan Phase One Tactics November 2008 – May 2009 Traffic-driving strategies • Partnerships – partner with related web sites, and syndicate Dr. Oz’s RSS feeds to these sites. • Widgets and Applications – develop a DR. OZ application for Facebook, syndicate this application to other sites. • Groups – set up groups on all leading social network sites (Facebook, MySpace, etc.) regarding relevant topics to drive traffic to DR. OZ site. • Ask Dr. Oz – Dr. Oz responds to video questions from users on YouTube; these can be sponsorable quarterly events (can also be executed on Facebook and MySpace). 17

  18. DR. OZ – The Plan Phase One Tactics November 2008 – May 2009 Traffic-driving strategies (continued) • DR. OZ Online Team – Create a team of online evangelists, promoting Dr. Oz’s wellness agenda, on all major social network sites. • Blogger Relations – Create a blog roll on DR. OZ site for inbound links; reach out to all relevant bloggers to drive traffic. • Facebook News Feed – Create and update DR. OZ Facebook profile daily to drive traffic. • Search – Optimize website for easy indexing by search engines; run paid search on relevant keywords and phrases. 18

  19. DR. OZ – The Plan Phase One Tactics November 2008 – May 2009 Facebook • Create a content-rich Facebook profile for DR. OZ, the show. • Set up Facebook Group pages for the ten most significant health/wellness topics • Use Facebook News Feed to promote activity in each community. • Send frequent updates, incorporating both text and video, to Dr. Oz’s fans. • Use Facebook to identify “evangelists” for DR. OZ – the people who spread his message fastest– and co-opt these evangelists as his “virtual street team.” • Team with Facebook for monthly health events/symposiums, possibly with Dr. Oz keynoting an online gathering of medical experts, who can respond to health questions on Facebook (in an “Ask the Experts” type format). The same type of strategy can be duplicated on other leading social networks, including: MySpace, Hi5, Bebo. 19

  20. DR. OZ – The Plan Phase One Tactics November 2008 – May 2009 Twitter • Set up a DR. OZ Twitter home page. • Promote Dr. Oz as the first top medical professional to embrace Twitter. • Set up home pages for each of the ten most significant DR. OZ health care topics. • Build community of Twitter followers, using fans from Facebook, MySpace, DR. OZ website. • Schedule at least one “Tweet” a day on each of the main categories. • Schedule one promotion per quarter, available ONLY on Twitter followers, to increase number of DR. OZ followers. 21

  21. DR. OZ – The Plan Phase One Tactics November 2008 – May 2009 YouTube • Create DR. OZ YouTube channel, and related channels for top ten health and wellness topics. • Create “Ask Dr. Oz” feature that will enable users to upload their own videos that Dr. Oz will reply to on a regular basis. • Optimize videos for easy searchability and high index-ability on Google. • Use YouTube email and bulletins to connect with DR. OZ web audience and promote his brand. • Join other YouTube groups to increase visibility on this platform. 22

  22. DR. OZ – The Plan Phase One Tactics November 2008 – May 2009 Blogger Relations • The key objectives of blogger relations are twofold: • Developing relationships with relevant bloggers to understand their subject and interest • Becoming a commentator on others’ blogs, in addition to putting forward DR. OZ content • Create and syndicate Dr. Oz’s own blog • Identify ten top bloggers for each of Dr. Oz’s topics (i.e. weight loss, managing stress, etc.) • Reach out with invitation to join Dr. Oz’s online health crusade • DR. OZ staff to self-identify and post content and recommendations on behalf of Dr. Oz on these blogs • Create a blog roll on website, using RSS feeds 23

  23. DR. OZ – The Plan Phase One Tactics November 2008 – May 2009 Search • Dr. Oz’s online reputation is largely based on search results on Google, which currently accounts for 65% of all web searches. The strategy for maximizing the DR. OZ online presence: • Inbound links from all of the aforementioned communities and groups on Facebook, MySpace, YouTube and Twitter, among others. • Well-tagged videos, on YouTube • Full analysis of DR. OZ website, to optimize searchability on all major search engines. 24

  24. DR. OZ – The Plan Phase One Tactics November 2008 – May 2009 Industry: • Engage in a big trade media push around CES, with an announcement of the initial anchor stations that will carry DR. OZ. • This would re-frame what the show is about, show progress to date and generate buzz about guest contributors. • Following this media blitz would be another release a few weeks later, outlining the foundation advertisers that have committed to the show. • This would highlight successes to date, in a tough economy, and encourage others to get on-board. • The NATPE Conference in late January is another opportunity for media outreach, coupled with a satellite media tour of committed stations, timed with NATPE, to increase exposure to television insiders. 25

  25. DR. OZ – The Plan Phase One Tactics November 2008 – May 2009 Industry: • Place news stories, items and photos in business and trade publications linked to such events as: • Clearance in new markets • New advertisers, sponsors or partners • The appointment of expert contributors • Appearances at trade shows • Target outlets for industry outreach include: Daily Variety, Hollywood Reporter, Television Week, Broadcasting & Cable, Media Week, Multichannel News, Ad Age, Adweek, Brandweek, PROMO, MediaPost and industry blogs such as Ad Pulp, Ad Rants and TV Decoder. • Story angles: • Process story: how does TOWS generate such successful spin-offs? • Unique opportunities for advertisers with branded segments and online content • A winning formula for TV success in a bad economy 26

  26. DR. OZ – The Plan Phase Two: Launch (May 2009-September 2009) 27

  27. DR. OZ – The Plan Phase Two Objectives May 2009 – September 2009 • Make the show a blockbuster hit by: • Building anticipation for the show and the web launch. • Driving widespread tune-in to the show and massive traffic to the website starting on day one of airing. • Position the show and the website as a conversation starter on integrated wellness, financial well-being, and the pursuit of happiness. • Further elevate the reach and depth of the Dr. Oz brand as “America’s MD.” 28

  28. DR. OZ – The Plan Phase Two Tactics May 2009 – September 2009 • Dr. Oz’s Television Critics Association (TCA) appearance, July 2009, provides opportunity for unique industry outreach. • Objectives for DR. OZ at TCA include: • Tease the series in a way that engages the reporters and creates some buzz through their columns and blogs. • Engage reporters via session and highlights to ensure solid coverage on eve of broadcast. 29

  29. Dr. Oz TCA Appearance Phase Two Tactics May 2009 – September 2009 • The TCA Event • The TCA is a super-charged, repetitive booze-filled few weeks that leaves most reporters bleary-eyed within days • The DR. OZ event should create a different tone and feel – reflecting the health and wellness aims of the show and Dr. Oz’s personal mission • The event should also be relaxed, practical and down-to-earth, in keeping with Dr. Oz’s brand persona 30

  30. Dr. Oz TCA Appearance Phase Two Tactics May 2009 – September 2009 Turning TCA Panel into an experience: The Dr. Oz Wellness Center • In addition to the usual panel of speakers discussing the show, create a DR. OZ experience in the conference room: • A meal session that has the feel of a healthy and relaxing spa – stations where reporters can get back rubs, massages or health tips • A wholesome food bar that is in contrast to the other meals during the TCA, including special Dr. Oz recipes or meals, along with healthy beverages (this would work better at lunch event than dinner) • Spa ambiance and sound greets reporters and continues through meal, building up to the presentation • Related promotional materials for display and as take-away gifts • Early teaser distributed May/June to reporters inviting them to the Spa event 31

  31. DR. OZ – The Plan Phase Two Tactics May 2009 – September 2009 Oz Fest – Dr. Oz’s Healthcare Summit • Timed around show launch in September. • Online survey to determine America’s top ten heath concerns (taken from Dr. Oz’s followers on Facebook and Twitter). • Gathering of top medical experts – his peers – to discuss a plan to address these concerns, on a national level. • Major media event that kicks off the show and gives citizens a chance to give input as the show begins. 32

  32. DR. OZ – The Plan Phase Two Tactics May 2009 – September 2009 Breakout Print Features • Place seminal, break out features in national and top 25 regional daily and weekly print outlets such as the New York Times, USA Today, the Associated Press, Chicago Tribune, Los Angeles Times, Time, Newsweek, etc. profiling Dr. Oz and the show. • Dr. Oz to conduct in-person interviews with key writers during May, June and early July. The remainder would be conducted via phone. • All short-lead stories would be embargoed until the week prior to the premier episode. • Long-lead stories would be timed to run around the launch episode (see Phase One). • Profiles in several of these outlets may be enhanced by the participation of Oprah Winfrey, so that access will need to be discussed. 33

  33. DR. OZ – The Plan Phase Two Tactics May 2009 – September 2009 Breakout Television Stories • Work to secure appearance on a network morning show, such as The Today Show, and a profile segment on a national news magazine such as 60 Minutes timed to the promote the premier episode. • Place “behind the scenes” pieces on such entertainment shows as Access Hollywood. • Work with Harpo/SPT to generate publicity stemming from strategically-timed appearances on TOWS. 34

  34. DR. OZ – The Plan Phase Three: Managing Success (October 2009-May 2010) 35

  35. DR. OZ – The Plan Phase Three Objectives October 2009 – May 2010 • Continue to build momentum from successful launch in September • Develop loyalty and engagement with fans and build DR. OZ community • Use media and personal appearances to give viewers the chance to experience DR. OZ Brand 36

  36. DR. OZ: The Plan Phase Three October 2009 – May 2010 Feature Stories • Place a stream of profile stories on individuals featured on the show: • National human interest features on individuals who have undergone life-saving and newsworthy major medical procedures • National and regional features on individuals who have radically changed their lifestyle by following advice in Dr. Oz’s books • Regional print and online stories on local individuals – who would featured on DR. OZ and/or on the DR. OZ blog – who have battled medical or lifestyle issues and are training for a great event such as an Ironman competition of climbing Mount Everest. 37

  37. DR. OZ: The Plan Phase Three October 2009 – May 2010 Additional Story Angles • “Dr. Oz as media innovator” • the first medical professional to harness the true power of social networking to help millions • DR.OZ as influencer and arbiter of public opinion around health and wellness • The impact of appearances on his show: how people change behavior • “Business of OZ,” which would factor in all of Dr. Oz’s various ventures and successes. • “Harpo strings together spin-off successes: how do they do it?” • “The Salvation Audience”: • National magazine feature on the studio audience comprised of patients from around the world who Dr. Oz has saved or whose lives he has greatly impacted. • “The Brain of the Overachiever: • How do individuals such as Dr. Oz reach the pinnacle of success in such a diverse array of challenging fields? • “Home as the new wellness center” • Dr. Oz talks about how to make your home a stress-free, healthy oasis. 38

  38. DR. OZ: The Plan Phase Three October 2009 – May 2010 News Bureau • Dedicated DKC team to handle the DR. OZ News Bureau • Staffed by executives with backgrounds in healthcare, media, entertainment, lifestyle and interactive, the DR. OZ News Bureau team would: • Work alongside Harpo/SPT – via regular conference calls – to advance plan for episodes containing newsworthy topics or breaking news items. This could include pre-pitching of media / inviting media to the set. • Disseminate breaking news from the show across print, electronic and online platforms. This will include the servicing and online posting of video clips. 39

  39. DR. OZ: The Plan Phase Three October 2009 – May 2010 DR. OZ News Bureau: Duties • Healthcare – Lead the News Bureau, liaise with health media and interface with New York-Presbyterian’s public affairs staff. • Media & Entertainment – Handle any trade support, VIP events and feature pitching to entertainment business media. This will include column items, buzz-building, etc. • Lifestyle– Responsible for women’s and men’s interest magazines as well as health and wellness media, blogs, etc. • Interactive–Develop new media solutions across such platforms as Twitter, Facebook, MySpace, etc. and support daily news releases and blogging needs. 40

  40. DR. OZ: The Plan Phase Three October 2009 – May 2010 Mobile Unit • Create DR. OZ bus or RV that is branded and outfitted to take on guests for a DR. OZ experience • Mobile unit to tour country, arriving in city when Dr. Oz does personal appearances, to create local media and drive-time radio opportunities • Local media, dignitaries and DR. OZ online community members invited on-board for sessions related to recent show content (i.e. weight loss tips, getting started with exercise) 41

  41. Staffing & Budget 42

  42. DR. OZ: Staffing Plan • DKC would assemble a diverse and highly-experienced team to drive public relations success for DR OZ. Our teams are led by a senior executive, overseen by a managing director, and everyone works together to meet the client objectives. • This NYC-based team would handle national and local market publicity, event appearances, photo shoots, interviews, etc. • The DR. OZ team would ultimately report to Sean Cassidy, DKC president • On a day to day basis, the team would include (bios on following pages): • Matthew Traub, Managing Director • Diane Briskin, Managing Director • Adam Schiff, Senior Vice President • Tim Sullivan, Senior Vice President • Veena Raj, Account Supervisor • Heather Muhleman, Account Supervisor • Sujata Sinha, Senior Account Executive 43

  43. DR. OZ: How we work Immersion • At the outset, DKC would spend several working sessions with Dr. Oz and senior executives from SPT and Harpo. The purpose would be to establish the logistics of a working relationship, further define priorities and begin folding Dr. Oz’s existing/upcoming opportunities into the public relations program. Ongoing • The DKC team would be in daily contact with the Unit Publicist as well as executives from Harpo/SPT as appropriate. Free flow of information will ensure the rapid and timely dissemination news pre, during and post-airing. • There will be weekly status calls between DKC and Harpo/SPT. 44

  44. DKC Staff Sean F. Cassidy, President Sean F. Cassidy, President of DKC, joined the company in 1992.   He has extensive experience in corporate, media, health care and legal public relations as well as crisis management.  Named a Partner in 1996, Sean built DKC's health care practice into one of the United States’ largest and most reputable providers of public relations services to hospitals and health related not-for-profit organizations. Sean assumed the role of President in January 2004, overseeing all of the company’s day-to-day client service operations and senior management teams, while leading several of the company’s largest accounts.    During Sean’s tenure as President, the firm has been named the Holmes Report’s“Consumer Agency of the Year” while experiencing a 40 percent growth in overall revenue.  In 2006, Cassidy was named one of the “Most Influential New Yorkers” by New York Magazine. Sean’s recent and present clients include: Delta Air Lines and Song Airways; Sprint; United Airlines; Vivendi Universal; The United Technologies Corporation; Us Weekly; Esquire; Giuliani Partners; New Balance Athletic Shoe; Mike’s Hard Lemonade; Cantor Fitzgerald; Robert F.X. SIllerman/CKX; Michael Eisner/ The Tornante Company; Continuum Health Partners; St. Vincent Catholic Medical Centers; Grand Central Terminal; The Children's Health Fund; The Children's Hospital at Montefiore; The Mailman School of Public Health at Columbia University; Continuum Health Partners; The New York City Patrolmen's Benevolent Association and WQHT-FM/Hot 97. Sean holds a Bachelor of Arts degree in American history from Tufts University. 45

  45. DKC Staff Matthew Traub, Managing Director and Chief of Staff Matthew Traub serves as managing director and chief of staff at DKC. In addition to being a member of the DKC’s executive team and supervising several of DKC’s divisions, he is a key player in the firm’s media business and crisis management areas. Traub supervised the media relations campaigns around Howard Stern’s move to SIRIUS Satellite Radio and the launch of Air America Radio, and he represented Vivendi Universal in the sale of its entertainment assets to NBC. He has managed the media strategy for an array of complex cases involving civil and criminal litigation, and has represented a diverse array of corporations including Thomson Reuters, Cantor Fitzgerald, General Motors, Court TV, Coach, EMI Recorded Music, Michael Eisner’s Tornante Company, Sirius Satellite Radio, Emmis Communications and Rainbow Media. Traub joined DKC after nearly a decade on Capitol Hill working for three different members of Congress. As chief of staff and press secretary to Rep. Nita Lowey, a New York Democrat, Traub supervised a staff of 20 people in three offices and served as Lowey’s spokesman and liaison to the New York and national media. He also served as her legislative director and House Appropriations Committee aide. Prior to joining Lowey’s staff, Traub worked for Rep. Henry Waxman (D-CA) and former Rep. Thomas Downey (D-NY). Traub received a bachelor of arts in political science and journalism from the University of Wisconsin-Madison. He is a Board member of Planned Parenthood of New York City Action Fund, the Chairman of the South Orange Redevelopment Committee, and served as a judge for the 2007 and 2008 PR Week Awards. Diane Briskin, Managing Director Diane Briskin comes to DKC with over 15 years of marketing and communications experience in the hospitality industry. Before joining the DKC team, she served as Vice President of Sales and Marketing for W Hotels where she oversaw all advertising, public relations and sales and revenue management strategies for each of the 16 properties, as well as the W Hotels brand itself. As one of W Hotels first hires, Diane was instrumental in developing and implementing one of the most successful brand launches in the history of the hospitality industry and helped to form what has become known as the signature W style of marketing—a seamless blend of advertising, publicity and promotion. Prior to joining Starwood Hotels, Diane was Director of Sales and Marketing at Hotel Westbury in New York City. Diane also headed up the launch of Hotel Nikko at Beverly Hills and directed and oversaw the marketing program for five years. Prior to that, Diane served as Director of Sales and Marketing for Bel Age, a unique four-star luxury property in West Hollywood. Diane graduated cum laude from the State University of New York at Albany, where she earned a Master of Fine Arts and a Bachelor of Arts in theater. 46

  46. DKC Staff Adam Schiff, Senior Vice President Adam Schiff serves as Senior Vice President at DKC. In addition to overseeing the firm's media business division, Adam has extensive experience in the areas of corporate entertainment and crisis management. Since joining the firm in 2001, Adam's past and present clients include: Michael D. Eisner, Topps, Thomson Reuters, Esquire Magazine, Us Weekly, Deutsch Inc. Chairman and CNBC host Donny Deutsch, JWT (formerly J. Walter Thompson), ESPN, COURT TV, Air America Radio, and MOJO Network to name a few. Before coming to DKC, Adam was a supervisor at Rogers & Cowan in the Film and Digital Entertainment division where he oversaw such clients as: SKYY Vodka, Newmarket Films, Cinetic Media, Telluride Film Festival as well as having worked on numerous Oscar-winning film campaigns. Before that, Adam spent five years at Rubenstein Associates where he worked on BMW Films, New York Post, News Corp, ABC News, Tribeca Film Festival, Rockefeller Center, Times Square Bid, Worldwide Pants (David Letterman and Craig Kilborn) as well as launching NYC destination sites, Toys "R" Us Times Square and B.B. King's Blues Club & Grill. Tim Sullivan, Senior Vice President Tim Sullivan joined DKC from the North Jersey Transportation Planning Authority, where he was the public affairs director. Previously, he held a four-year post as director of communications for Catholic Community Services, the largest social service provider in New Jersey, where he was responsible for the overall communications strategy, media relations and crisis management of over 150 social service programs in four counties. He has also worked for Johnson & Johnson at the world corporate headquarters, where his many assignments included crisis management, product launches, annual stockholder meetings and gaining media exposure for J&J’s extensive corporate philanthropy program. Some of his past & present clients include: The Continuum Health Partners Network, which includes Beth Israel, St. Luke’s Roosevelt, and Long Island College Hospitals and various other clinics and community health facilities; Blue Star Jets, Big Red Frog, Westchester Medial Center and many others. Tim successfully launched Adopt-A-Minefield, a program of the United Nations Organization of the USA and handled publicity for the Consortium for Worker Education, the designated employment resettlement agency for Workers displaced by 9-11. He holds a master of arts in communications from Rutgers University and a Bachelor of Arts degree in Journalism from Cook College of Rutgers University in New Brunswick. 47

  47. DKC Staff Veena Raj, Account Supervisor Veena joined Dan Klores Communications in 2001 working primarily in the Healthcare and Hospitality groups. She has represented a variety of clients including Esquire magazine, Ronald McDonald House, PUNTACANA Resort + Club, Gran Melia, Nakheel Co., Glam.com, Westchester Medical Center, Stony Brook University Hospital, Jacob's Cure, Children's Health Fund, Song Airways, Roger Ferris and Partners, Lois Pope Foundation, and SAC Capital Advisors. Veena earned a Bachelor of Arts in Human Services and Spanish from The George Washington University. Heather Muhleman, Account Supervisor Heather Muhleman joined DKC in March of 2002 and has worked with a broad range of clientele, including, Song Airways, Continuum Health Partners, Tainted Blue Recording Studio, FAO Schwarz, Microsoft, NYU Cochlear Implant Center, Rheingold Beer and the Virgin America. Within the agency, she had played an integral part in some of the biggest accounts, such as Continuum Health Partners, and Microsoft as well as some of the biggest successes, including the worldwide Safer America campaign and the launch of Song Airways in the U.S. Heather was also part of the team that re-positioned Rheingold Beer in New York City, overhauling the brand's identity. Her tech and consumer experiences have ranged from a recording studio in Times Square to a VoIP company to Microsoft’s Accounting Software. Heather joined DKC after graduating from Rutgers University with a Bachelor of Arts in journalism and Communications. 48

  48. DKC Staff Sujata Sinha, Senior Account Executive Sujata Sinha graduated from Boston University with a dual degree in Broadcast Journalism and Sociology. Prior to joining DKC, she was the first ever Media Relations Manager for the American Sociological Association (ASA) in Washington D.C. At the ASA, she developed the media relations program from the ground up, implementing several new initiatives including using video news wire services and promoting member expertise based on news of the day. Before making the move to PR, she spent 7 years in television, beginning at WLVI-TV in Boston. From there, she went on to spend six years at WPIX-TV here in New York City, taking on various producing responsibilities from segment producing to planning for major news events. While at WPIX, she received an Emmy award for her work on the station's 9-11 Anniversary coverage. After WPIX, Sujata moved to Washington, D.C. to be the producer for John McLaughlin's national interview program, "One on One." Next, she set her sights on international news, working as a booker on the team that launched the new Al Jazeera English Channel. As Senior Account Executive at DKC, her clients include Atari Inc, Continuum Health Partners, Rainbow Media, and St. Vincent’s Hospital. 49

  49. Budget DKC retainer fees* • DKC works only on monthly retainer. This retainer includes all strategic and tactical work, and is outlined in a scope of work agreed to by all parties. • For DR. OZ, we propose the following fee schedule: • Pre-launch (November 2008 – April 2009): $15,000 per month • Launch (May 2009 – September 2009): $20,000 per month • Managing success (October 2009- May 2010): $15,000 per month • Additional Production Costs Essential to plan: Search engine optimization** - $2,000 per month Optional: • “Salvation Audience” – costs to fly in former patients, estimate $50,000 • TCA Appearance: Creating the DR. OZ wellness experience – estimate $100-150,000 • OZ Fest Health Summit – estimate $25,000 • Mobile unit and appearances– estimate $500,000 - $1,000,000 *This does not include DKC expenses, which are billed in addition to the retainer. Expenses include travel, phone charges, overnight packages, duplication costs, messengers, event expenses, etc. **Most online elements are included in the retainer. Additional programming such as creating applications or widgets would be billed separately. 50

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