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From
a flashlight to a laser. |
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Our client is Firewood, a
stylish advertising firm specializing in creative print
and electronic ad campaigns. Our client's client
is a large alcoholic-beverage company that wanted to
expand its market using existing customers as "evangelists." |
Question: Who are the beverage company's best
customers and how much is each one worth over a lifetime?
For this project, we needed to make an intimate demographic
and psychographic map of customers to help the company
develop future ad campaigns. |
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Is there a "silver bullet" positioning statement true for all our customers?
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Our client
is SenaReider, a full-service ad agency serving Fortune
500 clients in the financial, technology, and food and
beverage sectors. Our client's client is a financial
services firm wanting to test six possible positioning
statements among business divisions and clients. |
Question: Do we need to incur the expense of
running six separate messaging statements for the six
different divisions? Or is there a single "silver
bullet" statement that plays well with all our
customers?
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At
what point does our marketing reach burnout? |
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Our client is an advertising
and public relations firm doing market research.
Our client's client is a software vendor that wanted
to know its market size. |
Question: How
many seminars are too many? The software maker sells its
six-figure product by holding half-day seminars around
the country. At what point does the company see diminishing
returns on the number of seminars held and invitations
sent for each area? |
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Pinpointing customers and marketing dollars in the healthcare industry. |
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Our client is Saint Francis
Memorial Hospital, which—along with its sister organization
Catholic Healthcare West— provides high-quality,
affordable healthcare to communities in California, Arizona,
and Nevada. |
Question: As the Occupational Health
division of SFMH prepares for business development, what
does the current patient base look like? Are there differences
between hospital locations? And how can the organization
base business development efforts upon facts—not conjecture
and anecdotes? |
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Do
survey results say the sales team is average? Or amazing?
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Our client
is Systema, a consulting firm offering performance measurement,
coaching, and training for business-to-business sales
management teams. Our client's client is a large
pharmaceutical company. |
Question: Do results of a customer survey of
sales representative behaviors really indicate that
the pharmaceutical sales team is statistically significantly
above the national norm? Or are the results "just
noise"? And in what areas should Systema focus
its sales management coaching?
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Are our employees happy and dedicated, or dusting off resumes? |
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Our client is Next Generation
Consulting, a firm that helps companies raise profits
by raising employee morale. Our client's client is
a pet supply company hoping to gauge company performance
vs. employee expectations. |
Question: How should the pet supply company interpret results of a recent employee survey? Is the company meeting employee expectations, falling short, or wasting efforts on unimportant areas? And what are the company’s biggest opportunities for improvement? |
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