You might wonder what I've been doing over the years as a branding consultant and content manager. Here are five examples of some of the best work I've led with some great collaborators.
Branding an International Association
Qualitative Research Consultants Association - an international association of over 1000 qualitative and user experience researchers.
Challenge. QRCA is an international association of qualitative and user experience researchers. Due to the shifting landscape in the research vertical – and in the absence of any formal marketing department or leadership – QRCA needed experienced guidance to identify opportunities for marketing to new member segments.
Driving Insight: The research landscape was rapidly transforming and QRCA was not keeping up with the changes in the industry to remain relevant.
Solution/Action: A visionary, multi-platform brand marketing program was created whose goal was to acquire new members, and migrate/retain current ones. Program elements included a new positioning line, website redesign and optimization, development of new e-Commerce programs and integrated social media platforms.
Results: In 2019, a new positioning line was tested and launched; membership increased 10%; 2020 annual conference attendance increased 20%; on Social Media, LinkedIn followers increased +73%, Facebook + 10%, and Twitter users +115%; e-Mail to non-members achieved an open rate of 32% with an average click-back of 10.6% to the core blog content –surpassing industry averages; website traffic improved across all Google Analytics metrics.
Brand Repositioning Aided By Social Marketing Techniques
Client: Messiah LifeWays – one of Pennsylvania’s oldest and largest providers of seniors residential, support and enrichment services serving 900 lives in one market.
Challenge: CCRCs are having a difficult time recruiting new residents especially in challenging financial times.
Driving Insight: "The old model is broken. Today, seniors need to be engaged credibly, offered a broader spectrum of services and a better value proposition."
Solution/Action: Led the account planning effort in the formulation of a revamped business structure, brand architecture and positioning, and recommended the use of website marketing/social media tools to initiate a dialogue between residents living at the CCRC and prospects contemplating a move there including a resident populated blog and Facebook page.
Results: The blog was created which recorded 800 hits in its first month; web traffic and inquiries to the residential sales and at-need nursing units increased exponentially during the first 4 months online. In the first 18 months after the new brand architecture and identity re-launch went to market, MLW increased the size of the population it serves from 925 to 2500+ lives and expanding from 1 to 3 geographical markets.
Client: Messiah LifeWays – one of Pennsylvania’s oldest and largest providers of seniors residential, support and enrichment services serving 900 lives in one market.
Challenge: CCRCs are having a difficult time recruiting new residents especially in challenging financial times.
Driving Insight: "The old model is broken. Today, seniors need to be engaged credibly, offered a broader spectrum of services and a better value proposition."
Solution/Action: Led the account planning effort in the formulation of a revamped business structure, brand architecture and positioning, and recommended the use of website marketing/social media tools to initiate a dialogue between residents living at the CCRC and prospects contemplating a move there including a resident populated blog and Facebook page.
Results: The blog was created which recorded 800 hits in its first month; web traffic and inquiries to the residential sales and at-need nursing units increased exponentially during the first 4 months online. In the first 18 months after the new brand architecture and identity re-launch went to market, MLW increased the size of the population it serves from 925 to 2500+ lives and expanding from 1 to 3 geographical markets.
Brand Awareness and Call to Action
Winner - Gold EFFIE: Client: Connecticut Department of Revenue Services – the tax collector for the State of Connecticut
Challenge: Government mandated the State collect $32 mm in unpaid taxes only five years after an amnesty initiative collected $53 mm so how could another amnesty program be successful on the heels of the first one.
Driving Insight: “Tax scofflaws aren’t necessarily criminals, they may just not understand the law”.
Winner - Gold EFFIE: Client: Connecticut Department of Revenue Services – the tax collector for the State of Connecticut
Challenge: Government mandated the State collect $32 mm in unpaid taxes only five years after an amnesty initiative collected $53 mm so how could another amnesty program be successful on the heels of the first one.
Driving Insight: “Tax scofflaws aren’t necessarily criminals, they may just not understand the law”.
Action/Solution:
Uncovering this key insight that tax scofflaws most often did not
comprehend the complexity of Connecticut’s new tax codes led to the
creation of “The Three E’s - Educate, Empower, Enforce” strategy and
360-degree, multi-media communications campaign for the highly
successful 1995 Connecticut Tax Amnesty program.
Results: Connecticut collected $47 million - 149% of goal.
Results: Connecticut collected $47 million - 149% of goal.
Brand Architecture Re-design and Brand Position Re-launch
Client: American Electric Power. Challenge: - The nation's largest electric utility.
Challenge: Facing category deregulation, the largest energy producer in the United States consisted of 10 autonomous unbranded operating companies offering a multitude of regulated and non-regulated products and services, but none shared an overarching USP; customers were unfazed, shareholders ambivalent and regulators hostile
Driving Insight: “AEP was a corporate mystery to most, yet in its value proposition laid AEP’s real competitive edge.”
Action/Solution Comprehensive due diligence was conducted with all key stakeholders to define a new brand architecture and unifying value proposition that would be leveraged under one mother brand; Aggressive brand identity, value-of-service, and safety communications ran at saturation levels, public and shareholder affairs programs were introduced.
Results: In under two years, awareness of the AEP value proposition tripled, top-2-box attitude and perception scores rose 21%, and incremental sales of discretionary products increased 22%.
Market Extension
Client: Provident Bank – a mid-size commercial Bank serving OH, IN and KY, and a division of pnc Bank
Challenge: Acquisition of new accounts from its primary target audience identified as middle income adults, 35-64, had flat-lined.
Driving Insight: “GenXers don’t trust brokers, but they do trust bankers”.
Client: American Electric Power. Challenge: - The nation's largest electric utility.
Challenge: Facing category deregulation, the largest energy producer in the United States consisted of 10 autonomous unbranded operating companies offering a multitude of regulated and non-regulated products and services, but none shared an overarching USP; customers were unfazed, shareholders ambivalent and regulators hostile
Driving Insight: “AEP was a corporate mystery to most, yet in its value proposition laid AEP’s real competitive edge.”
Action/Solution Comprehensive due diligence was conducted with all key stakeholders to define a new brand architecture and unifying value proposition that would be leveraged under one mother brand; Aggressive brand identity, value-of-service, and safety communications ran at saturation levels, public and shareholder affairs programs were introduced.
Results: In under two years, awareness of the AEP value proposition tripled, top-2-box attitude and perception scores rose 21%, and incremental sales of discretionary products increased 22%.
Market Extension
Client: Provident Bank – a mid-size commercial Bank serving OH, IN and KY, and a division of pnc Bank
Challenge: Acquisition of new accounts from its primary target audience identified as middle income adults, 35-64, had flat-lined.
Driving Insight: “GenXers don’t trust brokers, but they do trust bankers”.
Action/Solution:
Recommended target audience be expanded to reach affluent GenXers,
25-34, with customized creative approaches to acquire/migrate these high
margin relationships.
Results: GenX awareness of Bank indexed 125 against total universe surveyed, and cohort grew from 14% to 21% of Brand’s customer base in first six months after launch.
Results: GenX awareness of Bank indexed 125 against total universe surveyed, and cohort grew from 14% to 21% of Brand’s customer base in first six months after launch.
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