[ CASE STUDY 1: ]
Engaged employees drive improved customer experiences

CHALLENGE: A large financial services organization with over 2,000 retail outlets, online sales and high volume call centers wanted to consistently uphold their brand promise to deliver great customer service. A cultural shift, requiring high engagement from all employees, was key to driving the desired change.

SOLUTION: An integrated and nimble program was developed to obtain employee input, train to the service expectations, recognize those who did it well and consistently reinforce the message across the organization. Ongoing reporting to a wide audience showed progress and drove program refinements.

RESULTS: The organization saw improvement in JDPower & Associates service rankings. Employee engagement increased 4 – 7 percentage points, year-over-year. Nearly 28,000 employees completed training. Over 5,000 employees were formally recognized for delivering on the brand promise. Employee input was systematically gathered for over 40 product and process changes.

[ CASE STUDY 2: ]
Big growth in small business

CHALLENGE: A large financial institution wanted to profitably increase Small Business market penetration. The existing product line needed re-tooling to meet the needs of a wide variety of businesses. The field wanted training, marketing tools and system support so they could confidently sell an expanded product line.

SOLUTION: New, simpler products were developed with customer and employee input. Updated product costs and enhanced analytic tools lead to a renewed rigor around pricing. A streamlined application process was launched. Product fact sheets, online and in-store marketing materials and targeted promotions hit the streets. A weekly scorecard kept the team and execs abreast of progress. Newly established partnerships with third parties helped to drive awareness.

RESULTS: What happen surprised us all. A 5-fold production increase and at the same time, improved portfolio yields. Customer loyalty scores climbed to well-over the targeted range.

[ CASE STUDY 3: ]
Developing new markets for enterprise software

CHALLENGE: A knowledge management software company wanted to attract new industries outside their core base to diversify revenues. Believing that telecom and financial services companies could benefit from their software, they wanted to clearly understand the unique industry needs and launch an integrated marketing and sales program.

SOLUTION: Prospective customers were interviewed and their needs assessed. Unique value propositions drove a robust awareness and lead generation program, including public relations, analyst relations, tradeshows, webcasts, email campaigns and print advertising. White papers, product fact sheets and demos engaged the sales force.

RESULTS: Sales leads from the targeted industries increased by 50%. The company gained a solid foothold by winning a major bank, signing a wireless company and obtaining additional business from a high profile, regional insurance company.

[ CASE STUDY 4: ]
Capturing the eco-friendly gift market

CHALLENGE: An innovative small business owner wanted to introduce locally produced, eco-friendly products through a retail storefront. But first she needed the facts. How big is the market and what are the product growth rates? Who buys and what are their shopping patterns? What’s the competition up to? What’s the revenue potential?

SOLUTION: Yes! Marketing Consulting provided a clear picture of the national and local market and articulated the value proposition. Our assessment included market segmentation schemes, product trends, industry growth rates, potential revenues and brick and mortar vs. online shopping preferences.

RESULTS: Our client confidently built out her business plan and was able to more clearly identify potential retail sites that would attract the right customers.

[ CASE STUDY 5: ]
Community engagement for green jobs and the stimulus package

CHALLENGE: A Seattle-based non-profit, Moontown Foundation, is working with a wide-variety of community groups to create “green” jobs for at-risk youth. The plan was complex and players were diverse. Our job was to define the engagement model for a key phase of the project.

SOLUTION: A partner engagement model was proposed. An action plan was created, including a partner toolkit, participant requirements checklist, marketing tools and even some ideas for additional revenue sources.

RESULTS: The model and action plan was used to further engage partners by defining their role in the program and to further build the case for American Recovery and Reinvestment Act (ARRA) funding.