| SERVICES |
|
| Solving Marketing's Toughest Problems |
Our clients trust us with their toughest marketing problems. A lot rides on the quality of our solutions - millions of dollars, market share in existing markets, and our client's position in key potential markets. Here are some examples where we found creative solutions and created real value for our clients: Several of our clients have been interested in our answers to some generic problems that many of our competitor's can't solve: • How do I drive the innovative front-end of the market for new products? • For my product, what features have the highest perceived value, and how should they be packaged? • What are the moments of truth in my sales process, and how do I control them? • How do I decrease media costs and increase awareness? • How do I speak to the values of older adults? • What are the key consumer trends of the 90s? Several clients have affluent consumers as a significant portion of their customer base. But such consumers have shown the intention in the 90s of being more particular in their spending. We have answered: · What clustering of household and personal services would most appeal to affluent, convenience-oriented consumers? · What features do affluent consumers most value in specific products? · What symbols and images appeal to affluent consumers? · How can you design a system to deliver highly targeted messages in a manner that avoids telemarketing and junk mail backlash? · How can you use the fact that affluent consumers cluster in certain neighborhoods to your marketing advantage? A company is considering investing hundreds of millions of dollars in interactive television, but consumers have not previously experienced the product or technology. We determined: · The size of the potential market · The likely users and the segments who will lead the market · How to reach them · Their likely uses of the system · What they will pay up front and monthly · The demand curve- price and volume combinations A firm plans to spend hundreds of millions over 5 years to develop a large recreation-oriented community in an environmentally sensitive region where the political forces are known to be fierce. We answered: · How to get the political and consumer demand pictures to line up to reduce the risk · What consumer segments make-up the opposing forces · The types of housing/development which create the most objections · What designs are attractive to both consumers and environmentalists · What benefits can be offered to defuse the opposition- the role of community contributions · What the client's public stance should be A $200 million high tech firm that monitors home security systems is stymied by the slow growth of the home security industry to only a 7% penetration. We found out: · Why only 7% have purchased home security · Who are the ready-to-buy segments and which ones will lead · The best product and service combination to accelerate the product up the sales curve · How to approach the right consumer segments with a targeted message and receive as much as an 80% response in some areas · How to deal with the postponability and denial surrounding the purchase decision A major non-oil subsidiary operation of a large oil company was concerned about the impact on its success of using the parent's name. We discovered the answer involves the concepts of: · Public perception of corporate social responsibility · Market Capital-the company's reputation for product and service quality · Customer Capital-the company's reputation as a corporate citizen in the social and political arenas · Customer Credibility Contracts-the degree to which customers perceive that the company is honoring the commitments they make in advertising and communications · Influenceability Scale-what causes the positive or negative sentiments and who can be influenced with public relations Many home builders and community or resort developers have trouble defining their competitive advantage. For one builder, we used survey techniques to identify it and created a staff training program to make them focus in on what the advantage was. This hardwires the company to never stray from delivering products that produce value, profit, and customer satisfaction. It fosters good word-of-mouth and more effective advertising - buyers now get a clearer image of what the builder represents, so more of the right buyers shop. And it helps design, construction, and sales stay focused. |
|
|
|
|
|
|