MICROSOFT
Challenge: Introduction of a new comer into the personal software industry with a $150K budget.
Action: Full analysis of the market and market potential. After a deep-dive into the industry, concluded that most computers were only task specific while this did not have to be the case. At that time, Wang provided Word Processing, Atari and Commodore provided Games and MicroPro provided Office Software.
Solution: Proposed a comprehensive strategy to address the computer and chip manufacturers. With this strategic plan, provided them the necessary understanding and research to explain the advantages of designing machines capable of running MS-DOS. Moreover, demonstrated the opportunity to increase sales by offering computers capable of a wide array of business productivity tools. Simultaneously, worked to create an understanding and demand among business owners and managers who were experiencing frustration in waiting up to three months for IT departments to run reports for them. Established the productivity upside a company would be capable of in the case that each manager would be able to track their own data, write their own letters, and run their own numbers and reports.
Result: While the proposed alternative plan cost quite a bit more, $8 Million for a two-year period, Microsoft's VCs immediately funded the plan. Consequently, the plan did fulfill the promise of making history and allowing Microsoft to be the number one personal computing software industry for many years.
Action: Full analysis of the market and market potential. After a deep-dive into the industry, concluded that most computers were only task specific while this did not have to be the case. At that time, Wang provided Word Processing, Atari and Commodore provided Games and MicroPro provided Office Software.
Solution: Proposed a comprehensive strategy to address the computer and chip manufacturers. With this strategic plan, provided them the necessary understanding and research to explain the advantages of designing machines capable of running MS-DOS. Moreover, demonstrated the opportunity to increase sales by offering computers capable of a wide array of business productivity tools. Simultaneously, worked to create an understanding and demand among business owners and managers who were experiencing frustration in waiting up to three months for IT departments to run reports for them. Established the productivity upside a company would be capable of in the case that each manager would be able to track their own data, write their own letters, and run their own numbers and reports.
Result: While the proposed alternative plan cost quite a bit more, $8 Million for a two-year period, Microsoft's VCs immediately funded the plan. Consequently, the plan did fulfill the promise of making history and allowing Microsoft to be the number one personal computing software industry for many years.
SBT
Challenge:
1. SBT Accounting Systems was a small accounting software company founded by a husband and wife. They had originally built the software for themselves and now wanted to realize the value in greatly expanding their sales.
2. The market for accounting systems was still dominated by mini computers that provided superior computing power over a PCs. Further, Computer Associates had a multi-million dollar budget and was a clearly defined leader in accounting software.
Action: The market analysis found that both Computer Associates, and the mini computer UNIX based providers, focused almost exclusively on the Fortune 1000 Market. It also confirmed that most of the smaller companies used Excel to create their own accounting systems.
Solution: We recommended to create pre-existing templates for Lawyers, Doctors, Dentists and Consultants as well as to strategically advertise said templates to small business owners and consultants.
Result: Sales grew nearly 1000% and following the company experienced the desired increase in growth and shortly moved to larger headquarters. SBT was eventually sold in June 2000.
1. SBT Accounting Systems was a small accounting software company founded by a husband and wife. They had originally built the software for themselves and now wanted to realize the value in greatly expanding their sales.
2. The market for accounting systems was still dominated by mini computers that provided superior computing power over a PCs. Further, Computer Associates had a multi-million dollar budget and was a clearly defined leader in accounting software.
Action: The market analysis found that both Computer Associates, and the mini computer UNIX based providers, focused almost exclusively on the Fortune 1000 Market. It also confirmed that most of the smaller companies used Excel to create their own accounting systems.
Solution: We recommended to create pre-existing templates for Lawyers, Doctors, Dentists and Consultants as well as to strategically advertise said templates to small business owners and consultants.
Result: Sales grew nearly 1000% and following the company experienced the desired increase in growth and shortly moved to larger headquarters. SBT was eventually sold in June 2000.
ESSILOR
Year One Challenge:
1. French Conglomerate Essilor was interested in launching Logo Paris eyewear in the US.
2. Overcome US concern around foreign companies in the market.
Action: Thoroughly analyzed the market and its players. Concluded that, up until this point, glasses were considered strictly as a medical device in the US. Further, we realized the stigma associated with wearing glasses was deep rooted in the consumer.
Solution: Proposed media campaign to establish Logo Paris as a fashion accessory. Whether or not an individual needed glasses, we portrayed the glasses as a way to improve your looks. By adding these high-fashion glasses as an accessory, an individual was able to compliment their pearls, expensive watches, etc.
Result: 90% brand awareness was achieved after the first year. After year one, we saw a modest 5% increase in sales margin.
Year Two Challenge:
While the brand and product awareness was at a surprisingly high level, sales levels had yet to correlate. We were challenged to address this issue and stimulate change.
Action: We conducted a blind in-person research study with optometrists who carried the product. It was concluded from the study that due to the light-weight of Logo Paris glasses, the optometrists priced the items at a lower point than some of the competitive eye glass frames. As a result, their profits were not as high and the sales associates were proceeding with a bait and switch sales approach.
Solution: We ran a smaller campaign against the consumers and changed the creative sales call to "insist on Logo Paris." We increased the B2B campaign and launched a series of exclusive and high profile Polo Matches around the country inviting the optometrists. This posh experience improved the attitudes of the Optometrists to view Logo Paris as an elite fashion company.
Result: Sales increased by a margin of 25% that year.
1. French Conglomerate Essilor was interested in launching Logo Paris eyewear in the US.
2. Overcome US concern around foreign companies in the market.
Action: Thoroughly analyzed the market and its players. Concluded that, up until this point, glasses were considered strictly as a medical device in the US. Further, we realized the stigma associated with wearing glasses was deep rooted in the consumer.
Solution: Proposed media campaign to establish Logo Paris as a fashion accessory. Whether or not an individual needed glasses, we portrayed the glasses as a way to improve your looks. By adding these high-fashion glasses as an accessory, an individual was able to compliment their pearls, expensive watches, etc.
Result: 90% brand awareness was achieved after the first year. After year one, we saw a modest 5% increase in sales margin.
Year Two Challenge:
While the brand and product awareness was at a surprisingly high level, sales levels had yet to correlate. We were challenged to address this issue and stimulate change.
Action: We conducted a blind in-person research study with optometrists who carried the product. It was concluded from the study that due to the light-weight of Logo Paris glasses, the optometrists priced the items at a lower point than some of the competitive eye glass frames. As a result, their profits were not as high and the sales associates were proceeding with a bait and switch sales approach.
Solution: We ran a smaller campaign against the consumers and changed the creative sales call to "insist on Logo Paris." We increased the B2B campaign and launched a series of exclusive and high profile Polo Matches around the country inviting the optometrists. This posh experience improved the attitudes of the Optometrists to view Logo Paris as an elite fashion company.
Result: Sales increased by a margin of 25% that year.
JC Penney
Challenge: JC Penney's was facing a myriad of issues as their sales were being squeezed, their brand was under water and their positioning in the marketplace was unclear.
Action: We conducted a comprehensive study which resulted in extensive data proving that stores such as Sears, Ross, etc. were competing successfully for customers looking for low priced items, while fashion conscious customers preferred Nordstrom and Macy's.
Solution: As a result, we strategized on JC Penney’s positioning and launched a TV ad campaign with young, beautiful and fashionable young mothers and students. We worked to portray JC Penney customers as fashion savvy and thrifty shoppers. The overarching messaging aimed to prove that you could still look great on a smaller budget by shopping at JC Penney's.
Result: Sales increased and JC Penney substantially increased its market share. This margin increase was so significant in the marketplace that Sears eventually had to upgrade their product line or forego clothing sales (one of their original sources of revenue).
Action: We conducted a comprehensive study which resulted in extensive data proving that stores such as Sears, Ross, etc. were competing successfully for customers looking for low priced items, while fashion conscious customers preferred Nordstrom and Macy's.
Solution: As a result, we strategized on JC Penney’s positioning and launched a TV ad campaign with young, beautiful and fashionable young mothers and students. We worked to portray JC Penney customers as fashion savvy and thrifty shoppers. The overarching messaging aimed to prove that you could still look great on a smaller budget by shopping at JC Penney's.
Result: Sales increased and JC Penney substantially increased its market share. This margin increase was so significant in the marketplace that Sears eventually had to upgrade their product line or forego clothing sales (one of their original sources of revenue).
NCR
Challenge: NCR was running UNIX based solutions that were not suitable in meeting the demand of the PC owners. Consequently, there was a growing loss of power from the MIS professionals with in their own organizations.
Action: We conducted a thorough study which resulted in the findings that MIS professionals had been consistently resisting to make the ask for Mainframe and Mini computer updates to avoid “rocking the boat.” Given they were comparatively more expensive than the NCR solutions, these professionals as a result were hesitant in suggesting a change. However, this lack of upgrade simultaneously created a negative image around NCR given their deployed systems were increasingly outdated.
Solution: We brought together IDG, Ziff-Davis and Cahners to collaborate via high-level forums and panels to address these topics. We highlighted these discussions calling on corporate executives to clear the way for CIOs and IT professionals to speak openly and frankly about their needs. The premise was that while each employee would eventually have their own desktop and laptop computer, there was still a need for big data. Payment systems needed to be connected and it required larger systems to integrate the data collected across many corporate individuals. Companies who wanted to succeed internationally likewise had to start recognizing these issues and integrating their data.
Result: NCR avoided a potentially catastrophic down-turn and is still an honored brand today.
Action: We conducted a thorough study which resulted in the findings that MIS professionals had been consistently resisting to make the ask for Mainframe and Mini computer updates to avoid “rocking the boat.” Given they were comparatively more expensive than the NCR solutions, these professionals as a result were hesitant in suggesting a change. However, this lack of upgrade simultaneously created a negative image around NCR given their deployed systems were increasingly outdated.
Solution: We brought together IDG, Ziff-Davis and Cahners to collaborate via high-level forums and panels to address these topics. We highlighted these discussions calling on corporate executives to clear the way for CIOs and IT professionals to speak openly and frankly about their needs. The premise was that while each employee would eventually have their own desktop and laptop computer, there was still a need for big data. Payment systems needed to be connected and it required larger systems to integrate the data collected across many corporate individuals. Companies who wanted to succeed internationally likewise had to start recognizing these issues and integrating their data.
Result: NCR avoided a potentially catastrophic down-turn and is still an honored brand today.
PC WEEK
Challenge: Markt & Technik, a small German owned publishing company, desired to establish a footprint in the US and launch a PC magazine.
Action: We conducted a study and media comparison to identify how individuals purchased magazines in the personal computing space and further how they consumed information.
Solution: We found that the market place was crowded with PC World, PC Magazine, PC Computing and Personal Computing. However, we also found that in the business world, there was little to no information available for the purpose of guiding IT managers on how to deal with the ever-growing number of personal computers with in large companies. We recommended that M&T launch a magazine similar to Datamation in order to provide guidance to the corporate managers who were designated as the "go-to" guy for PC advice.
Result: Drake Blundell decided to return to Ziff Davis and had them purchase the concept for $3 Million dollars. This provided M&T publishing a nice launch pad for their other ventures, namely M&T distribution for software companies, while PC Week turned into a flagship publication at Ziff for many years.
Action: We conducted a study and media comparison to identify how individuals purchased magazines in the personal computing space and further how they consumed information.
Solution: We found that the market place was crowded with PC World, PC Magazine, PC Computing and Personal Computing. However, we also found that in the business world, there was little to no information available for the purpose of guiding IT managers on how to deal with the ever-growing number of personal computers with in large companies. We recommended that M&T launch a magazine similar to Datamation in order to provide guidance to the corporate managers who were designated as the "go-to" guy for PC advice.
Result: Drake Blundell decided to return to Ziff Davis and had them purchase the concept for $3 Million dollars. This provided M&T publishing a nice launch pad for their other ventures, namely M&T distribution for software companies, while PC Week turned into a flagship publication at Ziff for many years.