Bio/medical + Pharmaceutical + Health Care
A senior member of the marketing team for FORTUNE 500 medical device company had too much on her plate and too little time. Her department was trying to launch a series of training webinars and online training modules. They was also a large customer event planned in a few months time. Time was running out to accomplish so many things.
We partnered with this senior manager to divide and conquer. First, we created a process for webinar registration and customized the splash screens to match their branding. Then, we trained their staff and created a run book so that webinar administrators could be self-sufficient going forward. Finally, we designed and loaded content into their online classrooms and created a customer certificate of achievement program. These efforts resulted in the successful launch of their online training and certification program and regularly scheduled educational webinars for customers.
This leading biomedical non-profit organization was looking to grow its membership and visibility. It was also without print collateral and a membership recruitment campaign.
We first worked with its board of directors to streamline the message it wanted to convey. We then designed a new member recruitment print collateral kit with an online version for its web-site. To increase the organization’s recognition, we organized an awards dinner at an elegant country club, branded the awards with categories, and attracted over 100 industry participants from three states and a spokesperson from the Governor’s office. We collaborated with the press to promote and cover the event and then provided professional photographs for the media’s convenience. Finally, we covered the event with several press releases to ensure that the organization’s message was successfully delivered. Now we can see the awards prominently displayed regionally in company lobbies and everyone wants to know when the next dinner will occur. The organization’s membership grew as did its visibility. Goal accomplished!
This $30 billion health care company was launching new products to health care practitioners in the field. As a start-up division within a huge company, it was challenged by its small staff, limited budget, and geographically dispersed customers. It had to get its customers’medical staff up to speed quickly and safely. The correct use of the equipment and clear instructions were paramount to this company’s success.
We recommended a product training video that would become part of customers’ on-boarding process and part of their password protected customer only website. The video was branded according to their corporate identity guidelines. We listened to what they wanted to communicate, drafted a script and storyboard, and shot the entire segment over two days using their executive briefing center, company lobby, and onsite field where the customer’s medical staff uses the devices. Once approved by legal and compliance, the video was launched to customers in the United States. The video was so successful that it was translated into Kanjii and shown to customer executives inTokyo.
Industrial | Manufacturing | Engineering
The regional vice president of a $10 billion engineering firm wanted to expand his company’s business. The company had five offices in New England and only two junior level marketing staff who worked mostly on proposal generation and trade shows. The professional staff uses a seller-doer model whereby engineering consultants who were to sell and perform engagements for their business units.
We began by developing a communication strategy to uncover synergistic relationships across the region. We then developed an opportunity tracking matrix segmented by industries. For business development, we divided the teams into vertical market segments for focus. We then identified vertical industry professional associations and trade shows. From there, we were able to allocate the company’s marketing budget toward memberships and trade shows relevant to their prospective clients. With a tracking mechanism, we developed five vertical markets, upwards of ten industry groups, and two annual trade show per industry. In the end, they possessed a very focused growth strategy that wasted no time or resources. Their revenues grew by 10% in year two, as a result.
This same regional vice president of a $10 billion engineering firm wanted to raise his company’s visibility in a regional market. Because it is publically traded, any media relations were handled by its New York agency. Also, it was opening a new office and expanding into a new state and wanted to inform prospects of its intentions.
We decided to host a huge open house/cocktail party at the company’s new location. Invitees included the media, local business executives, state and federal economic development representatives, and the governor. The firm’s work was on display and resembled a mini trade show. The governor attended and spoke to the media and the guests. We were able to leverage the event with numerous press releases and professional photography, which ended up getting distributed by the public relations firm in New York. As a result, the client received accolades and notice in the New York Times and in the Governor’s state economic development address. The client was thrilled to be an instant hit with high profile and influential people in a new state with a new office. People continue to discuss the success of this event and how enjoyable it was to attend.
This FORTUNE 500 Company is a manufacturing conglomerate in the business of developing thermal coatings for the aerospace, petrochemical, printing, and semiconductor industries. Two employees had recently been promoted from engineering and customer service to product management and sales. In their new jobs, these employees suddenly found themselves on the front line with little experience or knowledge of customer relation protocols.
We worked individually with each employee in a coaching engagement. With the product manager, we developed a simple time management system to help him manage customer-driven projects. We then focused on his oral and written communication skills and drilled him on external vs, internal messages. Finally, we coached him on public speaking, executive briefings, and how to conduct a successful site visit at the manufacturing plant.
The new sales person had been with the company for almost ten years but now found herself working in a customer service capacity. She moved into a strategic sales role handling enterprise clients. She had great knowledge in how to acquire things through their many plant systems, so processing a custom equipment order was one of her strengths. Alternatively, we focused on her consultative selling skills, objection handling, leadership, and public speaking competencies. We even accompanied and observed her on a customer call and followed up with a debriefing. As a result, she achieved her sales quota two months early for the entire year.
A small privately held manufacturing company was looking to grow its business. Its branding was dated. New European companies started entering the North American market with ultra-modern web-sites, inbound marketing, and e-commerce capabilities. Management knew it had to do something or risk being left behind.
Our first approach was to perform some competitive analysis and SEO reporting to see how the company was ranked by the search engines. Next, we revitalized its brand identity to appear more sophisticated- globally and industrially. Finally, we developed a new web-site with an e-commerce component so that customers can order products 7×24. As part of this process, we interviewed the company’s key stakeholders in order to learn about their history, culture, and values. We developed case studies about their custom products in five different industries. With over 20 pages of new copy written material and a rebranded web-site optimized for SEO, this company was well positioned to compete in the global market.
A European semiconductor manufacturer had a complex sales model in North America using Internet based resellers for small orders, manufacturer representatives for direct sales, large distributors, and systems integrators. The team supporting North America consisted of all hardware and software engineers but no salespeople. These employees were asked to carry a sales quota as an incentive to grow the business. This provided a huge challenge and morale was low at the time.
You can imagine how disenchanted this engineering team was when they suddenly discovered that, in addition to being custom application developers and field technical support, they also had to perform within a sales quota. We were called in to provide consultative sales training and to convey that engineers often make the best salespeople. Given the complexity of their responsibilities to support customers’ technical requirements, provide quotations and answer sales questions, employee tension was high. We facilitated an off-site retreat to conduct a SWOT analysis and work out a plan of action. The team left the meeting feeling validated and encouraged. They met their sales quota that year. The second year we raised the training bar and the team exceeded our expectations. As an added incentive, we introduced the team to the high ropes course as part of a Leadership Development Program. They formed and currently remain a high performance team.
A high technology start-up company in the custom 3-D software market did excellent work but had little visibility. It was competing in the global market against west coast media giants with huge budgets. The challenge was to increase growth and visibility.
We were first called to put together a few press releases. After meeting with the founder and hearing his story, we were blown away. We recommended telling his story via an interview format and then we pitched it to a global publication. The interview was published; the company received a two-page spread and mention on the cover. Now the company is doing work in Dubai and Europe.
An entrepreneur wanted to import a new energy saving product from India and needed a business plan to validate a start-up and attract investors. The technology uses a combination of Internet dashboard controls, RF, and IP to control outdoor lighting. The product had never been introduced to the U.S. market.
We formed a team that had the business, distribution, and energy subject matter expertise. We then advised them on how to submit their letters of corporation and state filing in order to launch the company. Next, we spent several weeks developing the entire budget and the necessary go-to-market strategy. We determined how much funding they needed for seed money and estimated what they should request in their first round with investors. The plan included an indirect sales model using manufacturer representatives and resellers. We also uncovered engineering issues that needed to be resolved before the product would be viable in the United States. We even identified other manufacturers who could help them with product assembly and inventory. They are now in the process of raising fundsto launch the company and the product.
A large energy conglomerate launched a $5 million energy device in the United States and wanted to get traction with major utilities and the FORTUNE 500 market. It had a small staff of engineers and business development types in the United States. Its marketing and public relations people were all in the United Kingdom and were unfamiliar with the local market.
First we met with the five companies that had worked together on the program for the past two years in order to understand the technology, the benefits, and their story. Next, we created an 18 minute documentary comprised of multiple interviews (PBS style) to describe the development of the energy device. Next, we hosted an event to showcase the technology and invited state government officials, the United States EPA, the governor, engineering deans at local universities and prospective customers. We hosted a large open house and recognition event, showcased the technology, and invited the media. The governor, EPA leaders and executives spoke about the technology’s energy saving benefits and also complimentied the company on the long-term savings to the carbon footprint. Hundreds of people attended this event including the local print media and TV reporters. The event, the excitement, and the great PR all companies received from the event helped put them on the map in the United States. As a result, they received a very prestigious award and have increased their revenues and their brand equity.
Aerospace | Defense
This defense contractor develops technology for all branches of the military in addition to companies specializing in high technology, energy, utility, healthcare wireless, and telecommunication. With new competition from China, it wanted to make sure that its sales people were on top of their game. In addition, it realized that its web-site looked a bit dated and was not attracting additional business as it was not adequately optimized for the search engines.
The first step was to work with the salespeople via a series of custom workshops designed to deal with their immediate sales challenges. We helped prepare one sales team for a significant business trip to meet with their largest international distributor. They were able to land a large custom opportunity and they have consequently gained significant credibility with their business partner.
The customer also wanted to capture more business through its web-site. We updated the company logo with a more contemporary look and delivered a new web-site optimized for SEO. Using in-bound and Internet marketing, we were able to attract more traffic to the site to sell more than 5,000 parts on-line or allowing visitors to request a quotation for custom designed electronics. We were also able to identify case studies in several vertical markets to document as part of its marketing. The client is very happy with its state-of-the-art web-site, new brand, refreshed logo, and multiple case studies that tell its story.
A small aerospace manufacturer had a number of significant announcements, a limited marketing staff, and tight budget. They needed a way to get the word out quickly and efficiently.
We put together a very simple on-call retainer for their press releases. Whenever they needed us, they simply sent us an e-mail and we researched, wrote, and prepared the release for their legal council and executive team’s review. They were happy to have a service that understood their business and could respond quickly rather than the complexity of a full-service PR agency.