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Brand Management
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Repositioning - private bank
The repositioning of a private bank in the areas of private clients and asset management as well as the development of an integrated brand management system.
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Starting Point
|“Mousey” image due to lack of brand profile compared to competition |Considerable losses of market share in all areas of the business (e.g. pensions, investments) |Loss of brand awareness and perception of areas of expertise (e.g. construction financing, credit financing) |Fragmented budgets and lack of company-wide processes (e.g. budgeting)
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Brief
|To develop a superior repositioning of the brand |To create an integrated brand management system, i.e.:
- The adjustment of the operational system required to ensure achievability
- Development of a monitoring tool
- Budgeting
- Media and communications planning
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Approach
|Strategic brand and positioning analysis |Development of relevant USPs |Internal quantitative validation of the achievability via market research of the business for the external validation of customer insights and pivotal brand drivers |Initialisation of required political adjustments within the company |Accompanying planning and monitoring processes
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Results
|Repositioning of the business area with a sustainable, achievable and superior USP |Brand compatible adjustments of the operational system |Tracking of the transformation process |Consistent monitoring of brand and budget
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Market launch - automotive brand
The development of a brand bible to bring a new car brand to market in Germany.
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Starting Point
|Launch of car brand onto German market |Indeterminate positioning in a highly competitive environment |Uncertainty over investment in launch
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Brief
|Definition of the brand strategic benchmarks for the launch of the brand in Germany |Allocation of launch budget
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Approach
|Analysis of target groups and competitors |Content definition and positioning |Development of strategic guidelines |Establishment of different investment scenarios based on quantitative analysis |Identification of decision tree |Development of a launch budget to cover the next five years
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Results
|Positioning of the brand for the launch |Brand bible as a strategic internal communications tool |Recommendation for a launch budget to cover the next five years
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Brand architecture - major bank
The development and realisation of a brand positioning and support in making brand architectural decisions for a major bank.
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Starting Point
|Insufficient knowledge of the brand’s performance from the customer’s point of view in the different markets |Perception of the brand by the customer is unclear and non-differentiating |Uncertainty over the future brand strategy and development of the brand portfolio |Brand is not "ived" enough internally
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Brief
|Detailed analysis of the brand’s status quo |Development of a differentiating brand positioning |Assessment of the monetary value of the bank’s two brands |Definition of a strategy for the future development of the brand |Development of guidelines for the realisation of the new brand positioning
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Approach
|Analysis of the perception of the brand internally and externally based on data analysis |Quantitative evaluation and validation of the monetary brand values |Definition of positioning alternatives |Internal and external validation of the brand positioning through focus groups |Development of a strategy for the integration of the brand positioning
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Results
|Comprehensive overview of the brand perception across all markets |Internally and externally validated brand positioning |Guidelines for the realisation of the brand positioning covering all areas |Monetary brand values as a basis for brand architectural decisions |Strategy for the future development of the brand
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Brand management - telecommunications
Improved efficiency of brand management for a telecommunications company.
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Starting Point
|Complete redirection of brand and marketing efforts |The necessity for a fixed and sustainable brand positioning |Insufficient conversion from brand awareness to brand likeability |Confused brand image due to diversity of products
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Brief
|Development of the strategic foundations for the repositioning of the brand |Development of a set of measures to increase the conversion from awareness to likeability |Development of strategic foundations for a stronger integration of brand communications
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Approach
|Simplification and improvement of the decision-making processes |Establishment of a central 'brand board' for the management of the brand |Integration of network agencies into the development process to ensure acceptance
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Results
|More effective and efficient brand management through integrated central control and a supervisory committee made up of client and agency |A differentiating brand positioning |An integrative strategy to optimise the effect of the systems put in place
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Brand positioning - automotive group
Development of a brand positioning for a new line of cars for an International automotive group.
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Starting Point
|Launch of a new line of cars with clear sales targets |Core target group yet to be determined |Positioning and communications strategy not yet decided
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Brief
|Identification of the target group with clear affinity to product concept and potential to meet sales targets |Development of a focused and customer-oriented brand positioning |Development of a fact-based positioning for the launch to market, including communications scenarios
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Approach
|Analysis of existing market research in terms of potential target groups |Development and validation of relevant positioning alternatives based on the differentiation potential within other product lines and in relation to the competition |Analysis of ‘best practice’ status for the communication at launch
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Results
|Definition of primary and secondary target groups |Finalised and validated positioning alternatives for all marketing activity on the new product line |Recommendation of specific communications scenarios pre-launch
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Brand positioning HGV - automotive group
Positioning concept for an HGV brand for specification on a market and product level.
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Starting Point
|Gap between the current experience and the traditional image of HGV brands |Increased market share of competitors |Active definition of value proposition of significant competitors |Differences in performance in the different markets
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Brief
|Development of a clear positioning with relevant value proposition |Transferral and specification of value proposition on a market and product level |Development of a strategy to implement positioning |Development of a communications strategy for the external implementation of the positioning
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Approach
|Integrated quantitative brand and market analysis (value proposition check by market) |Adaptation of the positioning approach into internal business strategy |Workshops per area of activity for the integration of significant implementing partners |Establishment of integrated solutions and plans of action in all areas (brand change management)
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Results
|Fact-based positioning covering all markets |Specific value proposition on both a market and product level |Integrated master plan for implementation in all areas |Recommendation for communications strategy
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Value proposition B2B customers - telecommunications
Development of a value proposition relevant to the business customer as a basis for an improvement of the communications process for a telecommunications company.
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Starting Point
|Development of a value proposition for business customers and internal validation with those responsible for implementation
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Brief
|To complement the existing value proposition for private customers with propositions relevant to business customers |To focus on improving processes and offers in all customer-related activities
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Approach
|Development of 37 potential propositions |Prioritise the concepts according to relevance and the effort required in achieving them |Implications for the realisation |Implications for the evaluation of the proposition’s degree of performance
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Results
|Value propositions that fit in with and support the company’s strategy and that convey the strengths of the business |Management framework for the coordination of various internal optimisation projects
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Unified brand model - private bank
The rethinking and realisation on an operational level of a comprehensive brand model for a private bank.
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Starting Point
|The decision to reintegrate the retail banking division |No consistent branding strategy on a corporate or operational level |Threat of the core brand disappearing from the marketplace
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Brief
|To develop a top-down branding strategy based on
- An analysis of the current marketplace
- The identification of the strengths and weaknesses of the brand(s)
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Approach
|The development of a consistent branding framework for all business units |The development of a strong factual basis from the collection and consolidation of a variety of market research results |The organisation of workshops for the purpose of integrating and mobilising all relevant staff |The development of an integrated work schedule and the coordination of internal and external participants
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Results
|The establishment of a company-wide brand model |The identification of the brand’s core values |The successful definition of the individual business groups’ core values
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Monetary brand evaluation - logistics
Assessment of the monetary value of all brands in the portfolio as a basis for value-oriented brand management.
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Starting Point
|Changes in the marketplace |Increased competition and plans for expansion demand a value-oriented approach to the management of the brand portfolio |Intended regular monetary brand evaluation for effective brand management
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Brief
|Evaluation of the monetary value of the brand overall as well as of each brand within the company’s portfolio |Integration of the monetary evaluation into brand management strategy to ensure value-oriented marketing management |Agreement on specific action points for each brand
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Approach
|Definition of the brands’ perceived strengths from the customer’s point of view |Evaluation of the monetary brand values according to the methodology of the “Brand Equity Valuation for Accounting” (BEVA) |Identification of the ways in which the monetary brand value can be applied as well as tangible suggestions for implementation across the whole company and for each brand
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Results
|Monetary brand value for all the brands in the company’s portfolio |Relative value contribution of the brands by comparing their value to that of the company |Conclusion of the strengths of the assessed brands from the customer’s point of view
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Monetary brand evaluation - online bank
Monetary assessment of the value of the website and the formulation of a process to assess web-optimisation projects for an online bank.
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Starting Point
|Website is the most important financial portal in Germany and a platform for nearly all customer transactions and sales activity |Significance of the website in the marketing mix |Management of website however is determined largely by technically driven indicators |The benefits of web-optimisation projects can’t currently be determined due to the difficulty of defining appropriate targets and the lack of KPIs
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Brief
|Creation of a model to assess the monetary value of the website |Formulation of a process to assess web-optimisation projects |Development of a conclusive model that can be applied in both cases
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Approach
|Determine the actual brand profile in terms of processes, indicators, data sources and responsibilities |Develop a value driving model and define key performance indicators |Create a usable Excel program to evaluate effects
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Results
|End-to-end concept with influencing variables, results and key performance indicators |Usable calculation model |Established processes within the company
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Brand controlling - telecommunications
Realisation and optimisation of an integrated brand controlling framework for a telecommunications company.
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Starting Point
|No central brand controlling (0f the entire brand portfolio) |Execution of extensive but diverse market research |Insufficient knowledge of the operational parameters for strategic management of the different brands
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Brief
|Identification of the relative brand performance in relation to competitors and segments based on initial data capture in an integrated controlling framework |Identification of key optimisation levers of the brand performance |Identification of learnings for the ongoing improvement of the brand performance |Optimisation of the market research instrument (also for B2B target groups)
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Approach
|Analysis and preparation of the measurement results |Creation of the brand screens and identification of the decrease in percentage in relation to competitors and target group segments |Interpretation of the results and definition of strategic operational suggestions |Optimisation of the market research instrument and revision of the questionnaire
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Results
|Brand screens with decreases in percentage in relation to competitors and target group segments |Key optimisation levers and strategic operational recommendations by brand |Established learnings / benchmarks |Optimised market research instrument and adapted questionnaire as a basis for future measurements (B2C and B2B)
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Multi-brand strategy - telecommunications
Development of a new business customer brand within the context of a multi-brand strategy and its realisation with network partners.
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Starting Point
|Need for a separate business customer brand for business customers within the multi-brand portfolio
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Brief
|Development of a business customer brand within the context of the multi-brand portfolio |Development of an integrated communications plan |Selection and management of agencies during realisation
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Approach
|Development and reconciliation of a value proposition including core values and core messages |Demonstration of branding alternatives including names and logos |Testing of different alternatives in focus groups |Development of a communications platform |Realisation of communications activity
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Results
|New business customer brand |Integrated communications plan |Coordinated advertising material
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Brand portfolio consolidation - insurance
Development of a roadmap to consolidate the fragmented global brand portfolio of an international insurance company.
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Starting Point
|110 brands in over 70 countries |High-risk investments despite overall brand management costs being too high |Synergy potential not being exploited
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Brief
|Fact-based recommendation for the future brand portfolio strategy |Reorganisation of the brand portfolio in the core markets |Identification of the best brand architecture and most profitable brand strategy by market |Pinpoint re-branding requirements
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Approach
|Brand analysis |Analysis of strengths and weaknesses for each brand |Identification of scope for improvement |Quantitative strategy evaluation (assessment of NPV) |Development of the migration roadmap for the best-case scenario |Development of the brand positioning for the core brands |Integration of those brands and international markets affected
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Results
|Roadmap to reduce brand diversity to between 10 and 15 core brands |Migration roadmaps for each market |Decision paper to condense brand portfolio while increasing performance
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Brand architecture development - media group
The development of new brand architecture as a basis for a pull-oriented marketing approach for a media group.
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Starting Point
|Inconsistent, complex brand architecture |Traditional push approach in marketing no longer sustainable (a once highly profitable business with significant losses) |Effectiveness of a pull strategy has not been conclusively clarified
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Brief
|Fact-based recommendations for the future global brand architecture |Clarification of the financial consequences of a change in strategy from push to pull
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Approach
|Brand analysis
- Brand strength
- Brand screen
- Brand profile
- Quantitative assessment and evaluation of the brand strategy
- Simulated change in strategy using available data
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Results
|Strategy for the development of a brand system to cover all markets |Development of an integrated brand positioning |Programme for a change in strategy with a potential 30% to 40% increase in marketing efficiency
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Brand architecture concept - energy provider
The development of a global positioning platform and brand architecture concept for an energy provider.
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Starting Point
|Gradual global deregulation of the energy market |Increased trend towards internationalisation and increasingly intensified competition |Expansion of range of services from electricity to electricity, gas, water and sanitation |Heavily fragmented international brand portfolio due to acquisition-lead growth
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Brief
|Intensification of the brand positioning against the background of international sustainability |Further development of the umbrella brand strategy taking into consideration regional market and utility particularities |Development of a comprehensive brand architecture and communication to relevant stakeholders
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Approach
|Identification of fact-based core needs across and specific to markets, utilities and target groups |International SWOT analysis of the competition |Workshops with senior management to compare the inside-out/outside-in perspectives |Analysis of global brand identity and strengths |Creation of branding alternatives and guidelines |Agreement on the direction for brand development
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Results
|Assessment of positioning alternatives and identification of the most sustainable option |Establishment of globally effective brand positioning and "operationalisation" of the brand value of the corporate brand |Market specific recommendations for the application of the umbrella brand strategy (directions for regional brand development) |Communications guidelines |Commitment / buy-in of company staff
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Monitoring tool - insurance
Establishment of a standardised monitoring tool for the management of an insurance company’s global brand portfolio.
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Starting Point
|Establishment of a standardised monitoring tool for the management of brand and communications performance within the company |Significant data complexity as a result of the integration of 15 markets |Planned launch of an IT platform with global access
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Brief
|Finalisation and implementation of a brand performance management (BPM) tool |Development of a media planning tool to increase efficiency and effectiveness of global brand investments |Implementation of the monitoring tool within marketing
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Approach
|Assessment and revision of the individual tool components |Development and implementation of a globally applicable media planning tool |Integration of benchmarks and KPIs by market |Creation of an implementation roadmap including training
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Results
|Recommendations for an effective media mix based on brand screen logic |Optimised budget allocation |Market specific KPIs / benchmarks for budget planning |Plan for the implementation of the monitoring tool
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Brand evaluation - insurance
Monetary brand evaluation as a basis for value-oriented brand management, control optimisation and brand licensing for an insurance company.
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Starting Point
|Large investment in brand development |Little knowledge of the monetary value contribution of the brand to the company and insignificant value orientation in the management of the brand |Low awareness among senior management of the value creation potential of marketing activity |Intended regular monetary brand evaluation for the purpose of brand management and management optimisation
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Brief
|Assessment of the monetary value overall as well as for each area of business and market |Integration of the monetary brand evaluation into the strategic brand management tools to ensure value-based marketing management |Identification of market-specific action points for Switzerland and Spain (pilot projects) |Demonstration of further applications in brand management and financial management
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Approach
|Analysis for the brand’s strengths on the basis of market research data |Assessment and validation of the brand value by business area and market |Identification of ways in which the monetary brand value can be applied as well as specific suggestions for implementation for the company overall and for each market individually |Evaluation of the potential to use the brand value to improve management processes
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Results
|Monetary brand value for each area of business and market |Specific suggestions for the advantageous use of monetary brand evaluation
- for value-oriented brand management
- for transfer pricing / management optimisation
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Re-launch - music portal
Music portal re-launch to strengthen its position in the market.
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Starting Point
|Development of a leading music download portal |Company expansion via national and international partnerships |Realisation of tangible improvement potentials (usability test)
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Brief
|Creation and implementation of all necessary requirements including design |Provision of necessary interfaces and figures for internal reporting and clearly-defined branch classification
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Approach
|Evaluation of the usability test, secondary research |Deduction, consolidation and documentation of the technical product requirements (performance specification) |Prioritisation and development of the release strategy |Involvement in the creation of a system specification |Management of implementation (programming, design)
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Results
|Successful re-launch |Brand compliant, user-friendly redesign of the portal |Improved functionality (e.g. search and help functions) as well as the integration of completely new promotional features (e.g. recommendation and voting functions)
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Development of employer brand - major bank
Development of a clear and independent employer image as a prerequisite for an improvement in the employer rankings for a large bank.
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Starting Point
|Competition for top talent increasingly intense |Lack of appeal as employer for apprentices, trainees and young professionals as currently only represented midfield in high-school graduate ranking |No perception of a clear and independent image of the bank as employer
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Brief
|Development of a consistent and credible employer value proposition |Increase in employer appeal and a top 30 ranking of the most popular employers
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Approach
|Detailed analysis of the target groups and competition resulting in the definition of the key drivers in employer selection |Detailed brand analysis of the status quo and elaboration of the effects on employer image |Development of a number of positioning alternatives |Validation of the relevant positioning alternatives via a concept test
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Results
|A clear employer value proposition including definition of the benefits, the reason to believe and the right tonality |Specifically adapted value proposition for a planned IPO |Suggestions for the best implementation of the new employer value proposition
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Marketing & Communications
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Competitor and market analysis - automotive group
Competitor and market analysis for an automotive group in India.
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Starting Point
|Lack of knowledge of the Indian market, regarding in particular
- The state of the market in general
- Growth drivers
- General developments
- Consumer information (attitudes, expectations, etc)
- Competitor landscape
- Competitor communications strategies
- Competitor positioning
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Brief
|Detailed analysis of the Indian market with a focus on
- Carrying out a competitor copy-analysis
- Analysis of competitor media spends
- Analysis of competitor brand strategies
- Identification of action points
- Suggestions for entry options into the market
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Approach
|Project was set up in six steps
- Automotive insights (analysis of marketplace, vehicle categories, product strategies, price ranges, etc.)
- Market insights (infrastructure, cultural landscape, languages, etc.)
- Consumer insights (consumer types, attitudes / trends, buying process, etc.)
- Brand positioning and image
- Advertising spend (medium-specific)
- Brand and marketing strategy
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Results
|Comprehensive, concise analysis results |Suggested course of action for Indian market |Preliminary options for market entry
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Partner acquisition - online platform
Acquisition of strategic partnerships to increase activity and generate additional revenue for an online platform.
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Starting Point
|Traditional transaction business is to be supported by non transaction-dependent sales |Relevant experiences and projects in the area of strategic partnerships should also be applied in Germany |The offer of other products and services from external partners will lead to further professionalisation
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Brief
|Acquisition of strategic partnerships in the areas identified |Involvement in the acquired partnership projects
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Approach
|Selection of suitable partnerships according to strategy and brand fit among other things |Development of a tailored partnership concept |Creation of online communications strategy and marketing activity (promotions, virals, direct marketing, etc) |Involvement in the partnerships on an operational level and implement marketing activity
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Results
|Acquisition at present of four strategic partners in the areas of finance, insurance, mobile communications and web access |The beginning of a comprehensive marketing partnership in the area of automotives |Generation of additional revenue |More added value for users through an increase in activity
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Communications strategy - automotive group
Marketing and communications strategy for an automotive group.
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Starting Point
|Uncoordinated marketing strategy |Inefficient use of the marketing tools
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Brief
|Systematisation of the marketing and communications planning process |Guaranteed simple and effective communications management |Redefinition of the marketing planning process and tools
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Approach
|Detailed internal and external actual brand profile analysis |Identification of current weaknesses and development of a “Communications Excellence Roadmap” to systematically improve communications |Workshops with the departments concerned |Identification of action points
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Results
|Introduction of a stringent process for marketing and communications strategies including relevant tools
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Marketing and sales strategy - major bank
Development of an integrated planning process for a major bank’s marketing and sales strategy.
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Starting Point
|Currently no coordinated marketing and sales strategy with regard to planning communications activity |Current strategic planning is short-term only, no 12-month strategy in existence |No planning process, including timings and responsibilities, in place
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Brief
|Development of an integrated strategic planning process for marketing and sales, taking into consideration their respective particularities |Establishment of necessary action points and responsibilities |Confirmation and consolidation of an integrated and coordinated 12-month strategy
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Approach
|Identify and coordinate necessary processes and sources of data |Substantiate and fine-tune the processes, action points and end products |Develop templates for the established action points |Prepare and initiate planning process
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Results
|Coordinated process for an integrated marketing and sales strategy including sub-processes, responsibilities and end products |Planning calendar with relevant dates and responsibilities |Initiation of the planning process
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Reorganisation sales and distribution - automotive group
Reorganisation of German sales and distribution for an International automotive group.
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Starting Point
|The organisational structure of the distribution network is to be adapted according to new objectives and a changing marketplace
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Brief
|Analysis of the marketplace |Adaptation of the organisational structure
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Approach
|Analysis of the changes in the marketplace |Identification of necessary course of action |Definition of content |Establishment of new organisational structure
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Results
|Introduction of a new organisational structure in the area of distribution management
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Reorientation equipment business - automotive group
Reorientation and organisation of the original equipment business in Germany and Europe for an automotive group.
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Starting Point
|The abolition of the block exemption regulation will lead to major changes in the automotive industry |Market share of original equipment business under increased pressure due to new competition and new sales and distribution methods on all levels |Competitive advantage of independent original equipment wholesalers who are able to offer “all makes” |Original Equipment Manufacturers (OEM) are planning an “all makes strategy” to create new revenue streams and better results
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Brief
|Analysis of the effects of the new block exemption regulation on the original equipment business within the company up to 2015 |Development of different distribution strategies and response alternatives to changes in the market |Reorientation of the original equipment business (“brand vs. company”) |Establishment of a solution for European market based on solution for German market
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Approach
|Analysis of the current original equipment structure |Analysis of the strategic influences on the original equipment business |Development of potential organisational structures |Discussion with all involved |Plan to fuse regional supply centres |Support with the fusion |Identify different solutions for European countries in order to position the distribution method within the competition
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Results
|Fusion of all distribution centres in the context of the original equipment business |Definition of the new functions of the original equipment business |Forward-looking reorientation of the entire original equipment business |Development of a potential company and financial structure, an organisational concept and a business plan for each European sales solution
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Market cultivation - energy service provider
Approaches to market cultivation for an energy service provider against the background of the unbundling requirements for public service companies and regional providers.
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Starting Point
|Unbundling requirements for public service companies and regional providers |Increased demand for customer, advice and billing services |Development of customer services for public service sector
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Brief
|Development of strategy for market cultivation |Analysis of the commercial potential of unbundled services for competitive customer services |Implications of realisation and monitoring thereof
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Approach
|Status quo of unbundling and market conditions |Competitor and trend analysis of public service companies and regional providers |Definition of target market (customers and contractors) |Containment of the public service sector for the energy service provider
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Results
|Market cultivation strategy: public service companies are target market for energy service provider with implications for the realisation and support thereof
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Interim management - telecommunications
Increase new customer growth by more than double for a telecommunications company through interim management .
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Starting Point
|Ambitious targets in view of new customer acquisition and in the business customer sector |Difficulty reaching new customer objectives for handhelds, smart phones, Blackberrys and business services
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Brief
|Development, execution and monitoring of all activity across all distribution channels (corporate, medium-sized businesses, POS, indirect channels, etc.)
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Approach
|Integration and consolidation of marketing and sales activity into one concept |Start with successful international activity |Consistent monitoring of success and target-based sales controlling
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Results
|New customer acquisition doubled
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Customer contact programme - automotive group
Creation of customer contact programme for the German market for an international automotive group.
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Starting Point
|Current customer programme ‘A plus’ only reaches a percentage of customers (registration via dealership at cost to customer) |No systematic or appropriate communication with customer according to their needs |Customers are contacted in various ways
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Brief
|Development of a customer contact programme that enables regular contact with customers
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Approach
|Definition of appropriate reasons for and content of communication throughout the purchasing and product lifecycle |Fine-tune concept for lifecycle and vehicle specific contact |Definition of fundamental processes and mechanics |Business Case and development of financing models
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Results
|Creation of a vehicle and product lifecycle specific customer contact programme for the German market
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Evaluation communications performance - insurance
Development of an evaluation model to measure the performance of websites for an insurance company.
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Starting Point
|Difficulty in measuring the value contribution of online activity to a brand’s performance |The need to incorporate the Internet as a tool into the fact-based structure of marketing and communications plans
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Brief
|To tap into the Internet’s value-increasing potential |To identify the influencing factors in increasing communications effectiveness and efficiency |To develop an evaluation model for the websites |To identify and collate relevant sources of data
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Approach
|Collation of user-related indicators for the quality of the website |Development of a scoring model |Assessment of the value of the Internet activity (via scoring model) |Definition of concrete suggestions for improvement
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Results
|Evaluation model to measure the value contribution of Internet activity |Suggestions for improvements to the website to increase value |Basis for an on-going tracking of the success of Internet activity |Method being applied to other selected websites
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Marketing spend effectiveness - telecommunications
Marketing spend effectiveness via zero-based planning to identify a 25% reduction in third-party costs.
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Starting Point
|Organisational overlapping: several different departments address the same market segments |Decision-making power lies with the product managers, thereby causing discrepancies in the marketing activity |Pressure from competitors means that a stronger communications focus is required
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Brief
|Zero-based planning to increase marketing efficiency |Analysis of the marketing and communications objectives |Planning of communications and media spend
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Approach
|Quick-audit of communications and budgets based on interviews, detailed analysis and controlling data |Definition of action points to increase efficiency in the area of communications and media planning |Creation of a binding communications strategy including campaign architecture and budgeting
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Results
|25% reduction and reallocation of marketing and communications spend |Suggestions for evaluating effect and efficiency of the funds by target group and medium |Suggestion of how to allocate funds within marketing spend |Definition of KPIs (Key Performance Indicators) and performance levers |Suggestions for customer win-back and acquisition, cross and up-selling and churn measures
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Marketing controlling - online bank
Development of an integrated and practical marketing controlling system for an online bank.
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Starting Point
|Long period of advertising abstinence |Development of a new brand positioning |Formulation of a marketing investment strategy |No existing integrated marketing management tool
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Brief
|Guarantee integrated, target-based and quantitative control of growth strategy |Creation of an integrated and practical marketing controlling system
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Approach
|Definition of marketing objectives |Collection, consolidation and validation of KPIs |Identification of necessary processes and sources of data |Definition of necessary tools |Development of reporting templates |Preparation of launch controlling
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Results
|Marketing objective hierarchy |Detailed KPI function: calculation, frequency of survey, data source and responsibilities |Operational controlling concept |Reporting templates with results categories |Controlling and reporting plan
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Internal communications strategy - automotive group
Development of an internal communications strategy and a tool for the fact-based development of communications for an automotive group.
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Starting Point
|The effect of both the company’s and their competitors’ communications on the brand development is unknown |Insufficient knowledge of the status of the brand by model and market |Need to refocus diverse communications activity on ‘real’ optimisation levers
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Brief
|Develop a comprehensive understanding of the international communications activity in the premium sector |Deep understanding of the relative brand statuses |Recommendation for the use of a fact-based set of tools by market
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Approach
|Integrated communications benchmark analysis |Integrated brand analysis (brand screen) |Development of a communications channel strategy
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Results
|Development of hypotheses to determine communications success factors and operational recommendations to improve communications |Assessment of overall brand performance vs. key competitors and definition of optimisation levers |Development of a communications channel strategy (ongoing)
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Integrated advertising campaign - retail
Support with the launch preparations and execution of a new, integrated advertising campaign for a commercial business.
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Starting Point
|New advertising agency with a highly integrated campaign covering several areas of the business, all media including POS and with up to 200 single projects / campaigns p.a. |Significant effort involved in coordinating all areas of the business and new responsibilities |Considerable time pressure in the execution of the new campaign alongside everyday communications responsibilities
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Brief
|Creation of a project structure taking into account relevant communications management personnel and the advertising agency |Management of the project office and coordination of various project elements |Confirmation of the targeted approach to the campaign launch by keeping to deadlines and budgets |Establishment of a well-functioning cooperation between company and agency
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Approach
|Creation of several sub-projects and teams from both client and agency with clearly defined responsibilities |Definition of processes and timings for the advertising material for the launch phase as well as everyday communications |Management of the sub-project teams and agency via regular fixed meetings (including provision of templates, to-do lists, etc.)
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Results
|Prompt and on deadline launch of the new campaign for several areas of the business with TV, print, outdoor, brochure, online and POS advertising |Targeted, highly integrated campaign within dedicated budget |Clearly defined processes and responsibilities for everyday communications both within the company and in their interaction with the agency
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Communications analysis - automotive group
Communications analysis for the international management of second-hand car sales for an automotive group.
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Starting Point
|Brand positioning in the area of second-hand cars is not clearly defined |Dealership and manufacturer communications differ significantly
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Brief
|Creation of a benchmark analysis for second-hand car communications from seven key competitors in four countries
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Approach
|Communications audit
- Analysis of the status quo
- Media data
- Evaluation criteria
- Structuring
- Documentation
- Competitor comparison
- Best Practices
- Documentation
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Results
|Demonstration of the types and content of relevant competitor second hand car communications |Top-line summary of the communications analysis by competitor including communications evaluation
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Communications effectiveness - retail
Significant increase in communications effectiveness and efficiency for a commercial business.
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Starting Point
|Turnover down despite increase in communications spend |Limited effect of communications on sales |Pressure to improve due to new competitors entering the marketplace |Communications expenditure across company lacks transparency |Discrepancies in content of communications between different areas and activities
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Brief
|Auditing of existing communications activity and costs |Definition of possible ‘quick wins’ so that efficiency potential can be realised immediately |Identification and improvement of important areas of activity to increase effectiveness and efficiency of communications by at least 15%
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Approach
|Quick-audit of communications and budgets based on interviews, detail analysis and controlling data |Benchmarking of central processes and budget allocation |Identification of concrete measures to increase efficiency in the areas of communications messages, media planning, communications controlling and advertising spend |Definition of a fixed communications strategy
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Results
|SWOT analysis of the communication |‘Quick wins’ for immediate cost savings |Fixed communications strategy including targets and budget allocation |Clearly defined measures to improve communications efficiency by approx. 20% in these areas: content of communications messages, media planning, organisation and processes, accounting / controlling, advertising spend
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Strategic communications - private bank
Improvement of the strategic communications for a German private bank.
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Starting Point
|Communications lack focus on topical matters |Competitors are addressing these matters early on, making only reactive communications necessary |Insufficient assessment of results of communications activity
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Brief
|Introduction of clear communications strategy |Establishment of sector and customer relevant areas of interest |Enable assessment of the success of set communications objectives |Institution of a management controlling tool
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Approach
|Identification of communications objectives |Assessment of sectors, competitors and customers in order to define areas of interest |Definition of success factors |Establishment of framework and Excel database to measure communications success
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Results
|Targeted communications measures |Agenda setting by addressing relevant areas of interest |Internal profiling of the communications department by demonstrating communications successes |On-going improvement enabled by controlling tool
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Advertising agency pitch - retail
Execution of a fact-based and transparent agency pitch for a highly integrated advertising campaign.
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Starting Point
|New company-wide communications strategy with complex campaign architecture |Plan for a highly integrated campaign covering several areas of the business and brands |Desired switch from several different agencies to one lead agency |Pitch team made up of senior management and communications management personnel
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Brief
|Identification of an advertising agency and creative concept that is best able to realise the communications strategy |Execution of all necessary steps for an agency pitch including chairing the team meetings |Confirmation of understanding and acceptance of campaign messages by consumer |Support with contract negotiations
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Approach
|Establishment of long and short list of suitable agencies |Preparation of, support with and follow-up to briefing and dates for re-briefing |Formulation of assessment criteria for lead agency and creative concept and chairing of pitch presentation to ascertain suitable concepts and agencies |Preparation of and involvement in consumer market research to identify best creative concept
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Results
|A creative concept that is strategy compliant and fits the business perfectly |High level of acceptance both by the consumer as well as within the company based on the fact-based and transparent selection process |Collaboration with experienced lead agency |Contract with optimum flexibility for the company and incentives for the agency
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Agency remuneration model - insurance
Execution of a pitch and development of a success-based agency remuneration model for an insurance company.
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Starting Point
|Plan for a new end customer campaign based on the existing positioning and communications strategy |Establish the adaptability of the campaign to the financial community in view of the planned IPO |Use of campaign in several different European countries
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Brief
|Identification of the right lead agency that can expertly realise the planned campaign across different target groups, communications channels and markets |Guarantee an effective and transparent selection process by involving all relevant decision-makers |Development of a success-based remuneration model |Fast and smooth contract negotiations
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Approach
|Identification of suitable agencies (long and short list) |Preparation of , support with and follow-up to briefing and re-briefing |Formulation of assessment criteria for lead agency and creative to ascertain suitable concepts and agencies |Preparation of and involvement in consumer market research to identify best creative concept |Definition and consolidation of a success-based agency remuneration and collaboration model
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Results
|A creative concept that is strategy compliant and fits the business perfectly |High level of acceptance worldwide both by the consumer as well as within the company based on the fact-based and transparent selection process |Contract with success-based remuneration model and clear definition of roles and responsibilities within the collaboration
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Customer Management
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Bonus scheme implementation - telecommunications
Development of a bonus scheme and involvement with its gradual realisation for a telecommunications company on the basis of customer data analysis.
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Starting Point
|Abolition of the law on discounts |Main competitor is member of a bonus scheme spanning entire sector |Strong focus on pricing among competition
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Brief
|Strategy to maximise the quantitative and qualitative success of the loyalty scheme |Inclusion of the loyalty scheme in the entire CRM strategy |Measures to improve customer relationship management based on information and knowledge of the customers drawn from the loyalty scheme |Testing of the new scheme
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Approach
|Formulation of measures to increase motivation to buy |Formulation of the entire loyalty strategy and coordination of implementation |Development of business cases for integrated project controlling |Development of a communications strategy to increase loyalty scheme membership
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Results
|Development of data models based on legal restrictions as a foundation for the use of captured customer data |Inclusion into project of e-commerce partners |Pilot scheme |Successful launch and realisation
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Integrated customer database - telecommunications
Development and implementation of an integrated customer database.
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Starting Point
|Development of an integrated customer database to support the company in the creation of service, marketing and distribution strategies covering all areas of business
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Brief
|The realisation of an integrated customer database for the German mass market |Establish foundation for a company-wide customer value representation |Systematic provision of usable and comprehensive customer related data
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Approach
|Formulation of the technical requirements of the customer database |Foundations for the future technical configuration of the database |Conception of a ‘clickable’ prototype on the basis of technical requirements |Integration of call centre applications
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Results
|Speeding up and optimisation respectively of front end processes (e.g. via improvement of user interface and functionality) |Customer interaction in all business areas via comprehensive access to customer data |Utilisation of potentials across all business areas (e.g. cross and up-selling)
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Customer segmentation - automotive group
Development of a loyalty scheme for an automotive group on the basis of diverse customer segments.
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Starting Point
|Identification of the elements and offers that create customer loyalty |Taking into account the individual values that can be used to develop an optimal loyalty scheme
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Brief
|Development of a set of guidelines to create a pan-European EOLP (European Owner Loyalty Program) |Identification of sensible CRM activities with different benefits (e.g. cost saving, time saving, etc.) |Development of flexible EOLP concepts that can be implemented across European markets
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Approach
|Development of a “conjoint analysis” model based on individual interviews and questionnaires |Quantitative field work |Grouping of 30 customer loyalty activities into four groups |Evaluation of the analysis results, four customer loyalty groups with a focus on
- Effectiveness (loyalty generation, popularity with customers)
- Efficiency (costs/benefits)
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Results
|Identification of different customer segments and their allocation to different benefit segments |Description of segments in socio-demographical terms |Creation of three different loyalty schemes and strategic recommendations |Identification of the most efficient single measures
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Customer value segmentation - telecommunications
Implementation of a focused CRM strategy including customer value segmentation for a telecommunications company.
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Starting Point
|No team responsible for customer relationship management |No proactive contact with existing customers |Several different data bases with data that has been neither organised nor analysed |Lack of customer segmentation strategy |No customer retention scheme
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Brief
|Development and implementation of a focused CRM strategy with several modules:
- CRM
- Permission to analyse collected data and contact customers
- Customer value segmentation
- IT infrastructure (operative and dispositive systems, data warehouse, different datamarts, etc)
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Approach
|Gradual realisation of CRM approach
- Development of a comprehensive CRM strategy
- Obtain declaration of consent from customers to use / analyse collected information
- Development of a system to analyse customer value
- Realisation of segment-based relationship marketing programmes
- Implementation of CRM processes and organisational structures
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Results
|Successful establishment of CRM as an independent and significant element within the organisation of the company |Execution of contact strategies based on customer value segmentation |Use of customer information for the analytical CRM realisation of cross and up selling activity across various channels |Comprehensive “churn” management
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Customer retention strategy - automotive group
Development and implementation of a company-wide customer retention strategy (CRM blueprint).
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Starting Point
|Scope for more customer loyalty in comparison with competition |No comprehensive loyalty scheme (patchwork of single measures) on a corporate or business level
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Brief
|Development of a customer retention strategy and mechanic based on:
- An analysis of customer points of contact
- “Defector” analysis
- Identification of those customers at risk of switching
- Identification of loyalty drivers
- Identification of actions required
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Approach
|Development of a singular, company-wide CRM blueprint |Development of a strong factual basis by collecting and consolidating extensive market research results |Organisation of management teams for the integration and mobilisation of all relevant staff |Support with the implementation by coordinating internal and external partners
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Results
|Establishment of a mutual understanding regarding the customer retention strategy, mechanic and measures |Successful implementation of a customer contact programme as a first step towards a CRM blueprint |Successful translation of the results in other markets
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CRM measures - automotive group
Identification of efficient and effective CRM measures for an international automotive group.
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Starting Point
|Unsystematic and inefficient customer retention measures
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Brief
|Identification of loyalty drivers taking into account the personal preferences of customers |Development of a customer retention programme (EOLP - European Owner Loyalty Program)
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Approach
|Set up, execution and evaluation of a conjoint analysis |Benefit analysis of individual customer retention measures |Clustering of like-minded groups with similar CRM preferences |Efficiency and impact analysis of measures being considered
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Results
|Development of an appropriate offer package characterised either by high efficiency (cost to benefit ratio) or by their influence on customer retention (highest absolute benefit increase)
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New CRM - energy provider
Implementation of a new customer relationship management scheme for an energy provider.
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Starting Point
|Deregulation of the energy market |New energy brands with big advertising budgets entering the private customer marketplace |Considerable increase in costs for traditional communication |Competitor environment significantly more intense with massive structural changes and huge marketing spends among big providers
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Brief
|Strategic repositioning |Improvement of customer satisfaction and retention |Continue to consistently exploit market with existing and new customers |Improved efficiency and effectiveness of marketing and sales processes |Further diversification into profitable service areas |Expansion of regional partnerships
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Approach
|Target group analysis and segmentation |Communications analysis |Identification and formulation of specific KPIs |Creation of a brand and communications strategy |Development of an acquisitions and retention programme |Development of marketing budget |Formulation of a user interface concept | Creation of a database management system
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Results
|Creation of an independent brand |Integrated business structure |Reorientation of the internal marketing processes and structures |Integration of existing marketing activity |Differentiated target group segmentation |Creation of an integrated customer database (potential and existing customers) |New acquisitions and customer retention strategy
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Value-based bonus model - telecommunications
The introduction of a performance-based management approach and a value-based bonus model.
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Starting Point
|No performance-based management |High demand for bonuses |Need for value-based sales and distribution management
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Brief
|Application of source-appropriate cost calculations |Performance-based management of the distribution channels |Introduction of a value-based bonus model for distribution partners
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Approach
|Development of source-appropriate costings |Introduction of performance-based rather than sales-oriented management |Introduction of a customer value-based rather than product-based bonus model
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Results
|Successful introduction of value-based distribution management |Identification of necessary course of action (performance increasing measures, redistribution of funds) |Decrease in the demand for bonuses
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Loyalty scheme - automotive group
Development of a loyalty scheme for an automotive group.
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Starting Point
|By far the lowest rate of loyalty in the premium sector |No coordination of customer-related activity, only isolated, tactical contact with customers in several different areas (aftersales, financial services, etc) |Lack of proactive and continuous care of customers
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Brief
|Transparency across the entire portfolio of customer-related activity |Identification of factors driving loyalty and “defecting” |Development of an integrated, centrally marketed loyalty scheme
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Approach
|Analysis of the CRM activity across all customer points of contact for the company and relevant competitors |Analysis of the reasons and trends for “defecting” |Identification of course of action |Definition of relevant action points towards a loyalty scheme |Definition of fundamental programme mechanisms |Development of a programme of implementation
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Results
|A concept for the integration of all vehicle-related activity (including service) into a centrally marketed, multi-tiered customer retention programme
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Customer Club concept - energy service provider
Optimisation of a Customer Club concept for an energy service provider.
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Starting Point
|The concept of a Customer Club for decision makers (business customers) in affiliated companies
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Brief
|Optimisation of the Customer Club concept
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Approach
|Analysis of one affiliated company’s existing Customer Club concept and the identification of the potential for improvement |Development of offer packages and partnership concepts for other affiliated companies |Definition of price structures for partnership concepts |Preparation of a company-wide rollout of the Customer Club concept
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Results
|A company-wide Customer Club concept |Partnership concepts for the affiliated companies |Pricing models for offer packages
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Complaints management - energy service provider
Improvement of complaints management for an energy service provider.
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Starting Point
|Complaints procedures and tasks not clearly defined |Scope for improvement in the assessment and analysis of complaints |Suboptimal results from customer satisfaction surveys
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Brief
|Improve complaints management in the retail area |Identification of scope for improvement in terms of
- Receiving complaints
- Processing complaints
- Responding to complaints
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Approach
|Assessment of the actual brand profile |Analysis of direct / indirect complaints procedures, interfaces and customer satisfaction in dealing with complaints |Establishment of appropriate procedures and tasks, both in terms of processing and evaluating complaints |Development of a reporting system and tools for analysis with a plan for implementation |Monitoring
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Results
|Improved complaints procedures
- Complete record of complaints
- Appropriate solutions to complaints
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B2B customer retention - energy service provider
The introduction of a business customer retention programme for an energy service provider.
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Starting Point
|Differing existing approaches to customer retention programmes within the group |Too many uncoordinated “one-off” measures in the company
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Brief
|Introduction of a customer retention programme for business customers
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Approach
|Development of the strategy and definition of the programme objectives |Analysis of the customer base and assessment of potentials |Budget planning / timings and cost benefit analysis (including Business Case) |Confirmation of the offer and development of accompanying communications activity to support its launch
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Results
|Company-wide customer retention programme |Marketing concept with supporting communications activity (internal and external)
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Customer win-back - telecommunications
Integrated win-back to significantly reduce contract cancellations for a telecommunications company.
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Starting Point
|A below target win-back quota requires an improvement of the win-back procedure |Need to address customers who cancel of their own accord and customers whose cancellations are brought about by a competitor respectively
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Brief
|To ensure the technical functionality of all necessary booking, processing and reporting procedures |Planning, consolidation and management of customer offers and management of any outsourcing partners
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Approach
|Continuous monitoring and reporting |Successful realisation of the plan for all target groups in the routine operation and pilot operation respectively
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Results
|Project management across all areas and divisions
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Customer acquisition strategy - DSL provider
The acquisition of a new cost-aware target group for a DSL provider.
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Starting Point
|Insufficient presence in the lower price bracket |Cost-aware customers are switching to the competition
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Brief
|Development and implementation of a launch strategy for a sub-brand with the objective of acquiring cost-aware customers
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Approach
|Development of a value proposition |Development of a brand name and corporate logo |Definition of a communications strategy |Selection, negotiation and management of the agency
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Results
|Absorption of the cost-aware target group |Switch from cancellations by cost-aware customers to own sub-brand
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