Case Histories

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  Challenge

  Luxottica Retail was transitioning in a new direct marketing agency following the acquisition of the above optical retail brands and needed experienced marketing project management help in the transition.

  Solution

  Contracted Harvest Consulting to manage the approvals of upcoming direct mail campaigns for Luxottica Retail’s licensed brands – Sears Optical, Target Optical, and B.J.’s Optical and to manage financial reconciliation of monthly general ledger.

  Reasons to Believe

  Harvest Consulting/Scott Jacobs was able to quickly assimilate into the Luxottica Retail organization, grasp the marketing objectives, and execute portions of the direct marketing plan. His project management skills assisted our Sears Optical, Target Optical, and B.J.’s Optical brands realize a positive ROI.

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  Challenge

  The 9 Lives brand management asked Wedge Group to help them come up with a program to increase the sales of the 9 Lives calendar and improve relations with cat shelters.

  Solution

  A short, 5 question, survey was designed to get feedback from the shelters on how the program was going. An incentive ($10 off the purchase of calendars – in the form of a “Morris” $10 dollar off certificate) was offered to the shelters for response. The response was an overwhelming 62%. A topline summary was written with suggestions on how to improve the program for future years. Fulfillment for the shipping of all printed calendars (200,000) was executed by Wedge Group. Whether you need qualitative or quantitative research, or a simple market survey, I can manage your marketing research needs.

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  Challenge

  The Zest brand was faced with a problem. The brand’s inception was in the 1950’s. Many brand loyal customers were beginning to age. The Zest brand needed to attract new, younger users.

  Solution

  While maintaining the heritage of the brand, “You’re not clean, unless you’re Zestfully clean!” we created the brand extension, Whitewater Fresh Zest.

  Reasons to Believe

  The packaging development and sales promotions programs used to launch the new brand extension, garnered national distinction and increased market share from 6.8% to 9.1% upon rollout only in the West Coast region — a $12,000,000 increase in sales.

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  Challenge

  Prior to launching its new corporate identity, Kendle International needed to fund its own global marketing research study in order to better understand customer perceptions. This benchmarking study would measure Kendle versus its competitors in key service areas. It would also garner additional information about purchase behaviors and information sources.

  Solution

  Developed a well defined RFP and distributed it to various global, world-class marketing research organizations. Managed the interviewing and hiring of Burke Marketing Research for the project. Successfully completed 300 interviews with key decision makers in a very short timeline (4 weeks). The study was conducted in three languages. The information gathered in the study was used to drive marketing objectives and further defined brand propositions in key targeted service areas.

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  Challenge

  Kendle International needed to improve its presence at global tradeshows and better manage its tradeshow budget.

  Solution

  Maximized the $500,000 global tradeshow budget by focusing on conferences and tradeshows which matched up newly established marketing objectives and goals (focus on targeted therapeutic areas). Provided an incentive to booth visitors, entrée into a drawing for an iPod or a SONY digital camera. Also,harvested names from target company websites, and created e-mail campaigns to set up potential appointments at the conferences.

  Reasons to Believe

  In one year, over 1000 sales leads were generated, accounting for $10,000,000 in new business.

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  Challenge

  Kendle International never had a marketing plan in its 23 year history. As a newly developed “service brand,” and in order to drive additional market share capture, Kendle Regulatory Affairs (KRA) needed to develop a defined marketing plan.

  Solution

  A cross functional team comprised of management and other key associates within KRA was developed. An initial half day brainstorming session was held the team. The purpose of the session was to discuss key issues driving the business, points of differentiation, SWOT analysis, competitive analysis, potential brand proposition statements, and reasons to believe. Based on this intelligence and targeted industry and market research, a marketing plan was developed in a very short period of time (6 weeks). Subsequently, a full marketing tactical plan was developed and implemented. Reasons to Believe: Kendle Regulatory Affairs is ahead of plan due to the comprehensive marketing planning and the development of its marketing plan provided by Scott Jacobs.

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  Challenge

  Dating back to the 1840’s, Cognis Corporation had a long history of selling naturally-derived, chemicals. One product line is synthetic lubricants. Cognis synthetic lubricants are sold for a variety of industrial applications including metalworking fluids, axle lubrication, and use in light, medium, and heavy duty truck transmissions and axles. We discovered that the product had been used in a heavy duty truck transmission for over 1,500,000 miles.

  Solution

  Launched a campaign using multimedia video, radio ads, print advertisements, sales literature, a re-designed website, and public relations efforts.

  Reasons to Believe

  One display ad generated 180 sales leads, one ad achieved the highest “informative” score in comparison with all other ads measures, a third ad achieved the highest “attention-getting and believability” score in comparison with all other ads measured.

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  Challenge

  iSqFt, a construction software company, needed to geographically expand its service offering into the California construction market. The company had signed a partnership agreement with an established California software company.

  Solution

  Interviewed the President of the California company and the CEO of iSqFt; created a joint press release.

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  Challenge

  Ramsay-Hughes, an investment banking group and “dynamic holding company,” was not properly communicating what it did or could do for clients. Also, with the advent of bringing on an additional partner, the name would not represent the new ownership of the company.

  Solution

  Conducted a half day naming and ideation session with members of management. The purpose was to better understand what the company does for its clients and what services it could offer. With the discovery of providing “direction” for clients, a navigational theme and naming convention was designed.

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  Challenge

  Launch a new mutual fund which would comprise a portfolio of small cap, medium cap, and large capstocks which have defined strategies relating to the development and continued use of the Internet for business commerce.

  Solution

  Launched the identity for the fund through the development of a brochure and prospectus. Secured an appearance on CNBC.

  Reasons to Believe

  It was one of the top-performing funds in the country in 1998 with a 70.5 percent gain, and was the best-performing regional fund in 1999 with a 167 percent return. Assets once topped $100 million.