|
Global repositioning of the audience proposition
for a major media brand.
The re-interpration of existing research and the development
of a lateral new approach in a behavioural research study led to a fundamental change in the brand proposition. This
fed into facilitated workshops. Soon the concept was living and breathing in sales pitches, marketing materials, events
and new company behaviour.
360 degree dimensionalisation of a major FMCG global brand
platform.
This new concept had great potential, but the
development of creative solution and commmunication platform for its launch had stalled. A series of workshops juxtaposed
scientists with creatives and complete outsiders. Completely new stimulus was used. Within 3 weeks a 360 degree
proposition was agreed. This led to further new products and a dramatic shift in how the new concept would be launched globally.
Industry
benchmarking of sales force change.
A major organisation in a technological business
was perceived to have negative perception issues among buyers versus its competitors. The engineering cultural
of the business meant that the management tended to dismiss such matters as anecdotal and secondary to the performance of
its product offering. The issue was reframed for them through the introduction of an annual competitive benchmark survey
of their performance versus competitors on a number of dimensions. This effectively quantified what they saw previously
as a "soft" target and provided clear areas to focus on and a quantified base to measure improvement. This methodology
is in the process of being rolled out across the business into other markets and forms a key input into their annual business
development and training programme.
|
