Client: Technology Consulting Firm

The A two-year-old information technology consultancy faced three challenges:

• The business was comfortable; although growing, it was doing so at a painfully slow rate
• the chance to attract the attention of a higher caliber clients was almost impossible,
  when pitted against large-scale competitors
• the company’s name, a combination of the two partner groups, offered confusion,
  not clarification, about what the company did

What We Did

The creation of a marketing plan synching promotional goals/desires back to the overall business plan was the first step. The plan began with a re-naming including a new logo and highly noticeable (creative) marketing pieces. The overall creative themes were designed to have a three – five year lifespan. The rollout of the new identity incorporated employee and client components.

Outcome

The Within three weeks of the re-launch the company had created quite a stir, resulting in:

• 1 new project
• 2 solid prospects
• 8 appointments with organizations who had been previously closed to the Catwalk.

The company ended the Year One $400,000 ahead, breaking the million dollar sales barrier and started 2001 with more business booked than ever before. Year Two brought a big bump in business and an increase in staffing and overall reach. It also brought the global exposure with the completion of a major web overhaul. Year Three brought a series alliances and partnership opportunities. The company still gets the notice and attention it desires.

Strategic Marketing: Repositioning The Same Old Same Old

Client: Vehicle Valuation Publisher

The When the leading publisher of truck valuation guides debuted the DOS-based
Challenge: version of its key product in 1982, it was done with the idea to appeal to the “up and coming computer crowd.” However, the product was extremely cumbersome to use. In addition, it offered no growth potential. Because the book had the majority of the market share, the electronic product was allowed to stay in its original format. That is, until 1996. The company began to see a loss in sales to its competitor – even though the competition was producing products that were inferior from a data source standpoint. The offering of state-of-the-art technology was appealing to users.

The decision was made: It was time to create a new electronic product, utilizing window-based technology, that would showcase its superior data.

What We Did

A logo was designed that keyed off the color scheme of the book
product but added the color yellow to represent electronic products. A series of four mailers were created with two separate audiences – users of the current book product; new prospects. Additional collateral material included a leave behind brochure, a CD holder, CD design and Dealer Sales sheet.

One goal for all materials was to indicate the ease of use and the fact that the program was windows-based technology. Actual screens from the product were shown whenever appropriate.

As a part of the overall branding for this product, even holiday cards were created and sent to the entire customer base. This format and concept became the template and direction for two other product revamps. The The mailers generated a 5% response in requests for the demo

Outcome

over four months. Sales were initially slow, due to infrastructure issue among the sales force. Once that issue was addressed, the mailers had a direct effect on sales. Ads, trade shows and other promotional activities reinforced and supported the efforts.

The product was heralded as state-of-the art and is still in use today. The electronic product also led the way to sales of independent database sales, a highly profitable venture. It did much to imprint the overall brand and reinforce the corporate strategy.

Strategic Marketing: Breaking the Rules to Win Big

The Challenge

A Chicago-area women’s business association faced a conundrum with its corporate affinity program. Non-member companies were allowed to participate with the payment of an annual $2000 fee but then were expected to fund additional activities throughout the year. This program, in effect since 1978, had worked quite well. However, in 1996, as a result of the changes in business in general and corporate giving patterns, the organization was having difficulty funding a large number of its program. Activities were often cancelled and corporation seemed indifferent. Operating funds were dwindling and individual member dues could not be increased.

What We Did

Research showed that an organization of like kind and size should have its mission drive its programs and activities; dues should fund its programs – even from non-member corporations. A new program was developed that offered five levels of corporate participation – each with a variety of opportunities for sponsorship and organizational exposure. And, corporations would only be asked for money once a year – at their time of annual renewal.

Creating the program was just the beginning. The successful rollout included a three-pronged approach:

• keep current corporate partners happy by presenting them a thorough understating of the program
• work with the current corporate committees to understand the program thoroughly for retention and recruitment
• education the readership and at-large membership of the program changes

The overall campaign included creating an information brochure for the corporations, sales training, Q&A materials and talking points. The program was rolled out to all at the annual Corporate Partner Breakfast and included a more inclusive awards program to keep it form only being about money. Each of the current corporations was given the opportunity to choose their level of participation.

The Outcome

The program has been in existence for five years and is still going strong. There are more corporate partners than ever, many participating at greater levels that previously would have been.