A consumer services company’s financial operating results were not in alignment with their high customer service standards and value delivery. Although they delivered excellent value to their clients, they were spending too many marketing dollars for each client they attracted to their firm which resulted in low operating profits. A high level review of their processes and research of their clients lead to a creative and cost efficient way to quickly improve operating profits.
A business services company that enjoyed a legacy going back several decades was under recognized in the industry in which it operates. Despite many attempts to increase it’s profile through self promotion, the company remained frustratingly "under the radar". Their lack of visibility meant missed opportunities for growth beyond their core client base.
A national Canadian manufacturer was frustrated by many failed attempts to get in the door of a key national account. Penetrating this account could mean millions of dollars in business. The value proposition for the prospective customer was strong but they could not even get an audience with the buyer. We developed an "out of the box" sales tactic that produced spectacular results.
A local manufacturer who enjoyed a fierce loyalty among their boutique retailers opened a new account who proved ineffective at selling the product. This regional chain retailer took the product for the first time in a new geographical market for the manufacturer. The expected sales volumes of this new channel were far below expectations when compared to smaller boutique type retailers and was in risk of being de-listed. Why did the expected volumes fail to be realized? How could we save this account and effectively penetrate this new important market?
A national manufacturer was enjoying moderate sales success with a particular Fortune 500 retailer. They enjoyed a solid relationship with the key decision makers and scored very high on vendor performance metrics. The manufacturer went the extra mile in producing precisely what this retailer wanted at the right market price and they delivered on time. However they received signals from the purchasing department that the product itself was slightly underperforming competitive products merchandised along side their products. With a solid product, merchant support, competitive pricing and on time delivery, what could be the problem?
A manufacturer has a compelling proposition but no interest from any major buyers. Traditional sales approaches and leveraging of existing relationships produced exactly no responses or even returned phone calls or emails. The manufacturer knew he had a market ready product with good value but was hitting a brick wall. What could they do to penetrate this lucrative market?
A gap existed between the branding objectives and actual brand image of a well established company business to business service company. The activities and culture of the company were consistent with its brand objectives but despite this, the gap persisted. What needed to be done differently to close the gap between actual brand perceptions and the desired brand image?
A high quality retail service company was entering the corporate world of business to business service delivery.
A professionally designed website with effective lead capture and search engine optimization was required to replace an outdated website that was hurting lead generation. At the same time, the company was committing marketing resources in other important areas to promote their new product launch. Through creative thinking, planning and utilization of internal and external resources, we achieved an industry leading website in a tight time frame and with relatively low cost.
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thought
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action
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change
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discussion
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out of the box thinking
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buyer response