Project Details

Business-to-Business

Challenges: The company was growing rapidly, but more than half of the department’s employees were new to their positions and inexperienced. Because this was a very research-driven company, little attention and money had been allocated to marketing. This created, among other issues, a lack of internal communication and major frustration on the part of the sales force. From a procedure standpoint, there was a great deal of duplicated effort and little tracking. Many details were not being addressed in a timely manner. Deadlines were missed, rush charges were incurred, and overpayments were being made and not detected.

Solution: I mentored and trained the newer employees, encouraging and rewarding those who were proactive in offering viable solutions. I evaluated all existing policies and procedures to determine if they supported corporate goals. I created checklists for tradeshows and sales meetings, created an expense payment processing and tracking system, conducted a full vendor review, increased communication and, to build internal support, I sought input from all areas and levels of the company. I lobbied for a larger Marketing Communications budget and for greater flexibility that would enable more creative approaches to more effective advertising and cost reductions.

Result: The Marketing Communications budget was increased by 60%, allowing us to implement many initiatives including those recommended by the sales force and other stakeholders. This resulted in greater buy-in and cooperation and more effective campaigns. As administration time and errors were reduced, productivity and efficiency were increased, important tasks and deadlines were consistently met in a timely manner, and everyone was happier. This resulted in significant savings and better service by both replacing vendors with poor track records and increasing attention and service from vendors that were retained. Increased employee loyalty and retention was also realized.

Hampden Engineering needed collateral material that clearly explained their complex products to their prospects.

Challenges: A very large line of engineering training products, all with very detailed specifications, made it difficult to keep both the engineers happy with the amount of detail included in the brochures and the salespeople happy with the effectiveness and ease of use of the marketing piece. Also, many customers were “computer people” and preferred electronic materials, but none existed.

Solution: I negotiated compromises, keeping copy to a minimum and replacing long paragraphs containing complicated figures with readily understood photos and charts. I also helped produce and design a CD version as an alternative to the exclusive print version.

Result: The improved brochures and CDs shortened the sales cycle and increased their sales. This built customer loyalty because of the ease of use and understanding which saved them time and allowed them to make better informed decisions on their purchases. This contributed to sales growth of 10% the first year that the brochures and CDs were distributed. It was estimated to save approximately 40 hours/month in sales personnel time.

Oracle needed help teaching new applications to users during on-site customer training.

Challenge: Due to quantities needed, cost had to be kept to a minimum. Training aids had to be easy to use, somewhat universal, and of appropriate quality.

Solution: I developed several versions of keyboard templates that fit over the shortcut buttons indicating what each was used for. I had them die-cut from card stock and laminated. These were originally imprinted with Oracle’s logo, but later printed in smaller runs with the customers’ logos on them as well.

Result: These templates provided time savings and ease of use, which accelerated user adoption of the new Oracle application. Customized templates gave added value to the recipients of the training, and lamination allowed for long life.

SEI was a growing, one-person marketing consulting firm that needed a strategic partner to help with workload.

Challenge: The owner was used to handling the workload herself, but suddenly needed help to keep up with her increasing client demands as her business expanded. Work was sporadic and, to maintain a high level of excellence and timeliness for her clients, much of the work required quick turnaround.

Solution: I did what it took to give her what she needed to provide quality, timely ideas and information to her clients. I did extensive research, wrote media plans, and contributed to marketing plans for several of her clients.

Result: SEI’s owner has a first-rate reputation for quality work and has continued to grow her client base. We have worked together often over the years.

Old Colony Envelope was a very traditional paper company needed a sales vehicle to clearly outline the many choices of paper and sizes available for its different lines of envelopes.

Challenge: A large amount of information needed to be clearly conveyed in a relatively small size format, in a way that could be easily read and understood. There were budget constraints and brand image compliance issues.

Solution: I designed a piece that had a traditional old-style look that stayed true to its identity and had a feel of quality that reflected its image and products. The design presented the needed information in very detailed but easily understood charts and tables. We saved costs by designing a single piece to be both a handout and a direct mailer.

Results: Old Colony realized increased sales for the product lines featured in the printed piece.

Consumer Service

Bay State Dental was looking for a way to increase revenue by becoming more revenue-focused.

Challenges: Bay State wanted to be certain to emphasize the quality dental care it provides and not be viewed as “only in it for the money.”

Solution: I created ads that highlighted revenue-generating services, such as oral medication available to help relax patients, cosmetic options, and payment plans, while also highlighting the availability of state-of-the-art equipment, convenient hours and locations, and the dentists’ impressive credentials.

Result: The practice attracted more new patients, and averaged a higher sale per patient.

Jewish Geriatric Services needed a way to regularly communicate with clients and to showcase the depth and breadth of the services it offers to prospective clients.

Challenges: The agency’s budget was small and many clients had dexterity and/or vision difficulties.

Solution: I created a template for a quarterly newsletter that, with content provided by the client’s administration, was transformed into an oversized newsletter printed on heavier stock, with larger than average type size.

Result: Compliments were received from current patients and their families who appreciated the ease of manipulating the heavier paper and reading the larger print. JGS was then able to use this professional-looking communication vehicle as a promotional piece to give to prospective residents—one that reflected its genuine concern and compassion by addressing the unique needs of their patients.

Longo Carpet Cleaning wanted to differentiate itself favorably from other carpet cleaning companies in the area and to increase new business.

Challenges: Longo had previously advertised primarily through direct mail coupon packs with various publishers, but it had no logo or consistency with its ads. Additionally, it was not tracking the results of the redeemed coupons and did not know what if the coupons were working and therefore, making money.

Solution: I created a logo and strategy, which were used in all marketing efforts to establish brand identity. I also created a professional look for Longo’s ads and ran them consistently to establish brand recognition. I recommended the company stop offering coupons for a period of time and dedicate its budget to advertising with the primary daily newspaper in the area. I developed a series of tracking tools to help measure success and streamline its administrative processes. I also put together a referral program.

Result: Longo found it started getting better leads, people looking for quality work and not just a coupon discount. They received many referrals, which built customer loyalty, and revenue increased 35% during the first year.

Consumer Product

Hasbro Games is an international manufacturer and market leader in the board game industry that wanted to utilized its marketing resources more efficiently.

Challenge: Because it is such a large company with manufacturing and marketing offices on several continents, it was particularly difficult sharing marketing information and resources globally as efficiently as possible.

Solution: I developed a series of regular exchanges of information, best practices and potentially shared resources among the US, Australia and several European offices.

Result: Better communication was realized and appreciated by all involved. This helped team work efforts and was a time saver for many people, thus increasing productivity. The more collaborative work environment helped employee retention, and ultimately resulted in significant cost savings.

Dave’s Soda and Pet Food City wanted to increase customers and average sale per customer.

Challenge: Their previous advertising lacked consistency and a clear identity, and was very cluttered and difficult to read.

Solution: I developed a brand identity that was used for all advertising and in-store signage. It provided a cleaner look and was much easier to read.

Result: Increased sales were realized almost immediately, which led to the expansion of additional store in Amherst, Massachusetts.

Pro Bono

Little Things Mean a Lot, Inc. was a start-up non-profit organization designed to help those in need, in the greater Springfield, Mass., area, through donations of trial-size health and beauty aid items.

Challenges: As a start-up, LTMAL needed to create a business model, work out all the logistics, and test the concept with very little seed money.

Solution: As co-founder, I helped build a volunteer network and rolled out the concept incrementally, attracting both large and small businesses, schools, civic and religious groups to participate. I created a unique brand and thorough PR campaign to grow the organization. I also managed the process of becoming incorporated and attaining 501(c)3 status to allow tax-deductible donations.

Result: Little Things Mean a Lot received widespread support and tremendous media coverage. It continues to thrive and grow after eight years. More than 11,000 pounds of toiletry items have been collected and donated to people in need on three continents, allowing them to use their limited financial resources in other ways. Its success led to the spin-off of a second non-profit charitable organization, Sport-2-Sport.

Sport-2-Sport is a non-profit organization that spun off from Little Things Mean a Lot. Sport-2-Sport collects and donates used, but playable, sports equipment and donates them to after school, religious, and civic groups with youth sports programs.

Challenges: Although loosely based on the business model from Little Things Mean a Lot, unique logistic issues arose due to the size (and smell) of the sports equipment that needed to be worked out. There was also very little start-up money.

Solution: We enlisted the help of several local businesses, which provided materials used to make signs, a large storage facility and transportation and we got several local media (print, radio and TV) to provide coverage of efforts which motivated others to help. We researched and contacted prospective agencies in the area that were interested in receiving donations of this type and arranged collection drives to ensure both a steady stream of equipment donations coming in and relationships with programs that wished to accept donations.