Objective: Win a national franchise brand
Approach: Despite the weak economic conditions overall, the franchise sector was growing by double digits. The agency had deep franchise experience in both franchisee and increasing consumer demand. They had franchise clients in all the major business categories except fitness.
Results: After four months of targeted prospecting, one brand raised its hand. They need a local media partner and my agency had a media department perfectly configured for franchisee business. We submitted an RFP, were invited to pitch against five other agencies, and got the call the next day. Now everyone at the agency is in much better shape.
Objective: Leverage past healthcare experience to win a hospital
Approach: The healthcare trades reported a healthcare system was aggressively expanding. The Business Journal reported the purchase of a large complex of vacant property ideal for a medical complex. A little more research reveals who was behind it and their intentions, a new flagship medical center, the crown jewel of their expansion.
Results: Connecting the dots, I embarked on an outreach program to key members of the organization who had connections to the market and the project. Finally, a meeting was set, and then an RFI was requested. The agency made it to the initial pitch, the final three, and won the business – AOR for the prelaunch, launch, and service line support.
Objective: Win back a previous client
Approach: Originally, the agency had won a competitive pitch to become AOR. Within a month of the new relationship, the brand was sold to a holding company and taken over by the holding company agency. The head of marketing continued with the new owner and together we conspired to get the business back.
Results: A new marketing initiative popped that was defined as being outside the incumbent’s scope. The head of marketing was given permission to do a search and competitive pitch. Guess who won.
Objective: Enter the spirits category
Approach: The spirits category is a tight-knit community and tough for outsiders to enter. Agency did not have any spirits experience, although two agency leaders had previous experience. Agency wanted to break into the category. I developed a strategy for the top five spirits companies with the goal to win one.
Results: In 9 months we secured a meeting with Brown-Forman and subsequently developed a proposal and won digital shopper marketing AOR in the corporate group across all brands by bringing a local digital direct marketing approach to a very traditional in-store and on-premise mentality. That gave us the visibility and opportunity to build relationships with each of the brands in the portfolio.
Objective: Win a Fortune 500 B2B
Approach: Agency wanted to parlay its experience into larger accounts. I compiled a list of potential prospects and mined them for opportunities; business changes, executive changes, and agency changes. I sent LinkedIn invitations to key marketing executives whom I was not already connected to as a more direct channel of engagement.
Results: One of the new LinkedIn connections made an internal referral to a marketing executive in a division that was launching a new product line. I had an introductory meeting and capabilities presentation without knowing the ultimate plans. The meeting went well but no activity for the next 4 months. After the launch was announced the Marketing Exec called to say they needed a new name, rebranding, website, and launch campaign – ASAP.
Objective: Grow healthcare expertise
Approach: The agency had a couple of healthcare brands and wanted to expand in the vertical. After an assessment of their agency, I developed a unique positioning within the healthcare vertical and began looking for new clients. I uncovered a fast-growing urgent care chain, CareSpot Express Healthcare who was recently purchased by a large healthcare holding company, a good sign of change to come. They wanted an agency to support two separate urgent care brands under a new website and lead generation program. The first step was to bid on a website assessment, and upon completion, more work would be needed – a new website, campaign, and other things.
Results: In three months, we were selected to do the website audit. Upon completion, we were engaged to integrate and upgrade the website, refresh creative, and implement a lead gen program for both brands on a local market basis. Now on to the next healthcare brand.
Objective: Repurpose an association pitch to win a railroad brand
Approach: The transportation industry was booming, and competition was increasing both among competitors and against public scrutiny. The major train brands typically did significant corporate branding work that was very predictable and formulaic. The agency did not have any transportation experience, but we got the opportunity to pitch the Association of American Railroads, including all the top railroad marketers. The agency did not win the association campaign, so we decided to develop a focused strategy for BNSF, Norfolk Southern, CSX, and Union Pacific with the goal of winning one.
Results: In 2 years, we were invited to pitch and won AOR for Norfolk Southern. During that time, the agency changed ownership and name and downsized from 80 people to 15. Despite internal changes, we beat the 40-year incumbent and two other big network agencies from an initial field of 30 invited to participate.
Objective: Win the confidence of a leading Private Equity firm
Approach: Private Equity firms can be a rich source of new business. Distressed companies need new brands, new marketing, and a wide variety of help quickly—the more active the PE firm, the greater the opportunity. The challenge is understanding the PE business and what is important to them before, during, and after the transaction. Once you win over one partner, the others soon take notice.
Results: A previous client wanted our help when a PE firm was acquiring them. We won a quick three agency pitch process and immediately stepped in with rebranding, new website, and a launch campaign. Our work, speed, and attention to detail impressed the PE partners. Midway through the project, they asked for our help with another acquisition, and then another, and another. The relationship has been growing ever since.
Objective: Get on the preferred vendor list of the world’s largest uniform company
Approach: Develop a relationship with the executive responsible for marketing support of 8 major divisions. At the time, she wasn’t taking on any additional vendors however during conversations she admitted they had outgrown one long-standing and deeply entrenched agency resource. Perseverance and creativity paid off. After a series of Zoom meetings with individual divisions, we were invited to a final Zoom pitch with the incumbent and three others.
Results: After delays and lockdowns, the agency was given preferred vendor status and free to work with any of the divisions as needed. The next step, find and pursue project opportunities across an organization that serves more than one million business customers.
Objective: Leverage past travel and tourism experience into a new premium destination
Approach: Outreach to top tier destinations around the country planted a seed in the perfect one for our past experience and capabilities. When that destination hired a new Executive Director and VP Marketing, the time was right to pounce. Shortly after congratulating the new team, we received an invitation to respond to an RFP. Game on!
Results: After three rounds of pitching against the incumbent and three T&T specialists, we were selected. Once we started running new campaigns the flood gates opened with other opportunities around the area including Busch Gardens, Jamestown CVB, and various resorts.
Objective: Translate food experience into a grill brand
Approach: The Char-Broil brand was getting their butt kicked by Weber. They went looking for an agency that could challenge the industry leader and be creative with major big-box retailers. Using our restaurant and food experience, we developed positioning and a plan to differentiate the brand as the serious choice for outdoor foodies, beating 3 other agencies to win.
Results: Without a pitch, we developed a new campaign platform, POP, media plan, website, content, loyalty club, extensive ties with Foodie shows, magazines, and websites. We were off to a great start when the CMO got fired, the CEO left, and the new CEO decided to put all the marketing budget toward buying floor space. Ouch!
GROWTH CONSULTANT