The Situation

Daikin, the world’s leading air conditioning manufacturer, had a full product lineup across residential, commercial, and industrial segments in the Philippines. But its share of voice in local media lagged behind established competitors who had been in the Philippine conversation for decades. Daikin’s technology credentials were strong. Its media presence was not.

COVID-19 created an unexpected opening. The pandemic shifted public attention to indoor air quality, clean air solutions, and the role of HVAC systems in safe reopening. Daikin had the product story and the innovation credentials to own that conversation, but needed a sustained media strategy to claim the position before competitors filled the gap.

The Approach

Phase 1: CEO Profiling for Industry Authority

Arranged exclusive interviews with Daikin Philippines President Takyoshi Miki, positioning him as the executive voice on clean air, energy efficiency, and post-lockdown reopening solutions. The CEO interviews gave the media a reason to cover Daikin as an industry leader rather than just a product brand.

Phase 2: Story Angle Development Across Four Pillars

Built a sustained editorial calendar around four story angles: the eco-friendly benefits of Daikin’s newest product line, the brand’s support for businesses reopening post-lockdown, new industry partnerships accelerating HVAC growth in the Philippines, and CSR activities including aircon donations to medical frontliners.

Phase 3: Competitive Share of Voice Monitoring

Deployed Media Meter to track Daikin’s share of voice against competitors across online, print, regional newspapers, and key platforms. Monthly reports identified which topics competitors were covering, enabling the team to develop story angles that filled gaps in the market conversation and kept Daikin present in coverage cycles.

The Results

• Increased SOV Daikin’s share of voice grew against established Philippine competitors
• Cross-platform Media pickups secured across online, print publications, and blogs
• Sustained presence Daikin maintained ongoing position in the clean air market conversation

Campaign Highlights:

• Exclusive CEO interviews with Daikin Philippines President positioned the brand as an industry authority
• Four editorial pillars (product innovation, reopening support, partnerships, CSR) sustained coverage over multiple months
• CSR coverage included Daikin’s aircon donations to medical frontliners during the pandemic
• Media Meter intelligence used to identify competitor coverage gaps and develop differentiated story angles
• Coverage extended Daikin’s reach beyond product reviews into business and industry editorial

The Takeaway

Share of voice grows when a brand stops pitching products and starts owning a conversation. Daikin gained ground against entrenched competitors by making its President the voice of clean air during a pandemic, turning a product category into a public health topic that the media wanted to cover.

• Industry: Manufacturing, Technology
• Service: PR & Digital Campaigns
• Solution: For International Brands Entering PH

Frequently Asked Questions

How does a manufacturing brand grow share of voice in a competitive market?

Through sustained CEO profiling and story angle diversity. A single product launch generates one coverage cycle. Four editorial pillars running across multiple months keep the brand in the conversation continuously, which is how share of voice compounds over time.

Why use CEO interviews as a central PR tactic for an air conditioning brand?

Executives give media an authoritative voice to quote on industry trends, not just product features. When Daikin’s President speaks about clean air during a pandemic, the brand becomes part of a national conversation rather than a product catalog.

What is share of voice monitoring and why does it matter?

Share of voice measures how much of the industry’s media conversation features your brand relative to competitors. Monitoring it monthly shows whether your PR strategy is gaining ground or losing it, and reveals the specific topics where competitors are dominating coverage so you can respond with differentiated angles.

How did the pandemic create an opportunity for an HVAC brand?

COVID-19 made indoor air quality a public concern for the first time. Businesses reopening needed to demonstrate safe environments, and clean air became a procurement criterion. Daikin had the technology to own that conversation, but needed media strategy to connect its products to the moment.