Abbot Vascular is a global leader in cardiac and vascular care. We helped them position two of their largest product brands, MitraClip and Xience, infusing both with much greater emotional appeal to their target audiences, interventional cardiologists. Both product brands are industry leaders in their respective categories. We also helped them simplify their brand architecture and provided brand education to their marketing professionals.

Bush Brothers, a privately held company that celebrated its 100th anniversary in 2008, is a leading supplier of bean food products in the US. We helped them increase their brand's differentiation through a brand positioning workshop and extend their brand into new product categories through a brand extension project.

CFM is a leading producer of aircraft engines. We conducted a global brand equity study for them, followed by one-on-one interviews with key industry executives regarding current and anticipated industry issues. We surveyed everyone from appraisers to cargo companies to MRO professionals performing in various roles. CFM refined its marketing strategies to inform its next generation aircraft engine initiatives, which will result in higher profits.

We conducted focus groups followed by a comprehensive brand equity study for ESL. This study provided insights about their members and the customers/members of the top dozen competitive banks and credit unions in its geographic market. ESL used the study to refine its brand position and messaging, prioritize its marketing strategies and increase its customer loyalty.

FootJoy's management was interested in building more emotional appeal into the FootJoy brand. That is, they wanted to infuse the brand promise with emotional appeal. And they wanted to increase the brand's appeal to younger audiences and women. We helped them do that through consumer research, a brand positioning workshop and the development of a new tagline and elevator speech. They recently launched the new tagline, 'The Mark of a Player.'

We redefined Hallmark's brand to allow for expanded growth prospects. A dominant share leader in the greeting card category, but sales became flat, so they wanted to redefine its brand in a way that allowed for continued growth while preserving its core values. VanAuken led Hallmark in redefining its essence from "greeting cards" to "caring shared," giving it permission to enter new categories such as giftable candies, flowers and electronic greeting cards.

WHFA had been losing members and was experiencing increasing competition for similar member services. WHFA hired us to create a strong brand value proposition and strategy. We conducted brand research, a brand positioning workshop and a brand marketing plan, which led to a value-added vision for WHFA. They subsequently expanded its geographic range through a merger with two other organizations and its CEO is now NAHFA’s CEO.

We were retained to help them create a strategy for growing, despite a declining local Jewish population. We delivered the following services to them - brand audit, brand positioning workshop, brand elevator speech, customer touch point design workshop, and brand marketing plan consulting. We helped them identify 'honoring family' and helping people 'age in place' as bridges to non-Jewish markets.

We were honored to lead the brand strategy effort for the National Parks of New York Harbor (Statue of Liberty, Ellis Island et al.). Our brand positioning workshop helped guide them to better link and market collectively, the 10 national parks and 22 unique locations in New York City and northern New Jersey.

We helped Nationwide discover how to successfully blend their robust insurance product offerings with a strong entry into the financial services sector. We conducted a brand equity study of the insurance industry, and compared over 100 brands based on awareness, relevance, quality, emotional connection, brand personality, and more. We then defined consumers’ perceptions of the financial services sector v. insurance companies within the sector.

ORAU brings together university faculty and students to collaborate on major scientific initiatives that help keep America on the leading edge of science and technology. We conducted a comprehensive brand repositioning project for them including stakeholder interviews, brand equity research, employee research, mission/vision/values workshop, brand positioning workshop, customer touch point design workshop and a brand plan.

Qualitrol Corporation is the leading global supplier of instruments, controls and monitoring systems utilized on transmission and distribution equipment in the electric utility industry. In 2006, we conducted a global brand equity study for them to help them simplify their brand architecture, which had grown complex over the years through several acquisitions.

RCI/Wyndham is the world’s largest vacation timeshare exchange network. They wanted to redefine their brand, infusing it with a much stronger emotional appeal. We led them through an extensive branding overhaul. We helped them understand that they needed to own ‘choice’ and consistently deliver on the availability of choice. This is the number one customer benefit in the category and one that RCI can ‘own’ given its many current and potential proof points.

ThedaCare of Wisconsin was facing major industry changes, intense competition and a lack of differentiation within its geographic market, we helped them discover and amplify their unique value proposition. Project components included a brand audit, brand equity research, brand positioning workshop, brand architecture workshop, customer touch point design workshop, brand plan, logo development and logo research.

We helped the U of R rethink their brand positioning and architecture to help balance their national identity targeted at physicians, researchers and medical students with regional identity aimed at patients. Qualitative customer research identified reactions to different brand benefits, positions, and naming conventions. We then made specific recommendations and identified new product/service areas that this health system could “own."