The Bunnies that roared.

The Bunnies that Roared

... or how innovative PR strategy pulled the rabbit out of the hat.

When entrepreneurs Bob Chickering and Mike Zullo launched a disposable diaper, called Bunnies, made with biodegradable plastic, they created a species of animal they little expected. "It was a rabbit that figuratively roared," said Frank R. Hotchkiss of Hotchkiss Associates, a Los Angeles, Calif. public relations firm.

Chickering adds, "We wanted to bring out a product that was environmentally responsible, and when we found that biodegradable technology could be applied to diapers, we knew we had what we were looking for."

Because of the environmental consciousness of the US consumer, the biodegradable product quickly attracted media attention.

"ABC TV ferreted Chickering and Zullo out for a special interview; the TV news show `20/20' invited them for an interview; The New York Times, The Los Angeles Times and The Wall Street Journal also featured them in articles on the new product and their marketing strategy," said Hotchkiss.

"We even provided interviews with members of the scientific community whenever the media wanted them," Hotchkiss added. The point they emphasized was

that the product incorporated a technology new to the US that could do a lot for the environment.

PR Nightmare Begins

But the flurry of positive media attention suddenly turned into a public relations nightmare. "The nightmare broke December 12, 1989, when several environmental groups called for a consumer boycott of all biodegradable plastics, claiming they were a marketing sham with no scientific proof that they degraded naturally in a landfill--or anywhere else for that matter," Hotchkiss said.

He continued, "It was a well-intended but badly misinformed attempt to help the environment. They cited six points against biodegradable plastics. None of them were right, but the media bought it, and our troubles began.

"It took about 30 seconds to figure out we had to abandon our market roll-out strategy because of this negative publicity. The question was, how to take the offensive most effectively."

Before the December boycott, Hotchkiss and Chickering had traveled throughout the US introducing the product with elaborate media kits and video news releases focusing on the manufacturing process of biodegradable plastics.

"In all we covered just about every major US city with targeted material and conducted in-depth interviews. We also offered positive scientific research on the product, and held interviews with scientists who were proponents of the new biodegradable plastic. In addition to this widespread coverage, we held background sessions with the Associated Press and the Washington Times." said Hotchkiss. Hotchkiss also had worked closely with Archer Daniels Midland (ADM), the agricultural products conglomerate whose corn starch additive made the plastic biodegrade. "This relationship was vital to our eventual success," Chickering said, adding that "without the support of a major player like ADM we would have been very lonely and exposed to unfair criticism." Hotchkiss said, "We also were able to minimize client costs by using videotape and research materials previously developed by ADM. "All this media communication led to balanced stories from these media when the consumer boycott was called." Until the December boycott, the media had been cautiously curious, carefully reporting the new plastics and lauding their development. But after the boycott call, the questions became guarded, and the answers seemed to bring looks of disbelief.

"What step to take next was the question. The answer came quite unexpectedly from still another potential disaster," commented Hotchkiss.

"After the Christmas holidays, Chickering mentioned he had been busy putting together an extensive reply for the US Federal Trade Commission (FTC) and the attorneys general of seven states about Bunnies' advertising. I about fell off my chair. These requests had been received within two days of each other. It was obvious Chickering's and Zullo's company, American Enviro, which manufactured Bunnies, was being set up by someone, either a competitor or an environmental group. It was also obvious that pretty soon we'd start getting calls from the media about being `investigated'," said Hotchkiss.

The Turnaround

After clearing it with the FTC and a representative of the seven states' attorneys general, Hotchkiss issued a press release announcing Bunnies' cooperation with the governmental bodies. The release said that Bunnies' executives felt standards should be established for all companies advertising the biodegradability of their products. It was broadcast through Business Wire, a major US news service.

"We wanted to make sure we beat the opposition with this announcement, and we did," adds Hotchkiss. "But to my surprise, when I came into the office on Monday, two days after the release was aired, there wasn't a peep from anyone."

"A week passed and still no reaction." Hotchkiss said he decided to make a daring choice. He called the major Los Angeles media, including The Wall Street Journal, and filled them in on the biodegradable plastics "war," and the governmental queries.

"Within a week the Journal ran a story about one small company spearheading efforts to market a new plastics technology

"After the story appeared, coverage by the media became even-handed.

"There was a brief time when it looked very bleak for us and for Bunnies," Hotchkiss said. "In retrospect, I think we did several things right. First, we didn't panic. Second, we re-examined our strategy and redirected it. And third, when unforeseen and unwelcome events did occur, we didn't just wait for them to go away, but took them into account and adjusted quickly.

"Finally, I should say that we have been very fortunate to have a client who understands communication and public relations and how to use both. As a consequence, I predict that American Enviro is going to come out a real winner in the coming decade."