The client was a new practice of family physicians who come to your home, office, hotel room or most anywhere you are to meet your healthcare needs. The challenge was to identify the core elements of the practice that would serve as key brand identifiers and guide marketing and PR strategy as well as provide a culture of care for patients.
Using our proprietary branding methodology, we uncovered a robust brand position for this practice that highlighted its strengths and distinguished it from emerging competitors as well as traditional “bricks and mortar” physicians. Unlike other branding methods, our approach revealed the personal motivations of patients and guided the development of a communication strategy and culture for all partner physicians.
In the words of the client:
“Mary Beth enabled us to get to the root of what will drive success…We didn’t get just a sales pitch to market. Rather, we got information on what defines our brand…This is an invaluable resource for any business, new or existing….It reassures the client that the end product will be successful.”
An information technology company asked us to help them build a plan to increase the value of their enterprise offering and increase its market share.
We conducted a series of qualitative and quantitative analyses to develop an umbrella positioning that would appeal to three distinct types of decision makers. The challenge was to find an overarching theme that would speak to the needs of these different groups as they were all involved in a singular purchase decision for their organization’s technology needs.
We uncovered a unifying theme that resonated with all three groups of decision makers. This message was highlighted in communications and compelling visual representations at a series of trade shows. The results dramatically increased the company’s market share, decreased the sales cycle time and increased its market capitalization.
A provider of higher education and training services was looking for help in making a decision on allocating its resources between traditional college education and training for government employees.
Through interviews with key executives and staff members as well as a quantitative survey of the target market, we answered the questions at hand. We enabled the institution to consolidate its resources and focus on the most promising market segments and course offerings along with an effective communication strategy.
The institution was able to conserve resources and deliver a more focused portfolio and compelling communications. These changes increased return on marketing efforts and product offerings.
A prominent association in Washington, DC wanted to enhance its market share and better understand its members’ needs. The challenge was to identify key motivators for membership, loyalty and engagement and formulate a strategy to allocate resources more effectively.
We conducted values-based research using our proprietary branding methodology. These efforts uncovered the decision making factors that shaped the communication strategy. Tangible product and service offerings were also identified and reinforced the benefits members and potential members saw as important and the personal values that motivated their behavior.
The findings were used to help the association communicate its values and membership benefits. They also provided the rationale for developing a new educational offering that further enhanced members’ own value in the marketplace.