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Carey  /   Case Study

Carey International, Inc. Case Study

Segmenting the market and leveraging new technology and operational advantages helped Carey International reclaim its leadership position

The results of BVA-designed research and positioning work revealed:

  • A more dynamic and fragmented business traveler audience, with greater reliance on technology
  • Desire among both bookers and travelers for more seamless, cross-channel experience at every stage of the journey
  • A lack of brand salience for Carey among purchase decision-makers

In order to bolster Carey International's market leadership position, BVA developed a portfolio brand strategy to fully leverage Carey and Embarque's complementary roles within the company. Our goal is to evolve the company brand and organizational culture to effectively meet the needs of today's business traveler and to forge a more strategic relationship with its global customer base.

BVA designed a full-scale IT activation program for Carey and co-brand Embarque that combined up-to-date mobile and web services with a branding program aimed at shifting core consumer perceptions.

  • Executed custom qualitative and quantitative research to refine customer profile, identify positioning opportunity, and drive strategic fleet decision.
  • Implemented complementary brand architecture to allow Carey and Embarque to independently serve their respective market segment.
  • Built a full suite of mobile apps for Carey and Embarque bringing GPS, messaging, and a seamless booking experience straight to consumers.
  • Designed a state-of-the-art web and mobile interface to place the Carey and Embarque digital offering firmly on par with market leaders in the travel industry.
  • Developed an integrated marketing strategy to drive user adoption of the new web and mobile services, and improve overall brand perception.

Project underway, results coming soon

Deloitte  /   Case Study

Deloitte Case Study

Creating a new model for integrating Deloitte acquisitions led to increased productivity and streamlined a bureaucratic process.

When naming newly acquired companies, Deloitte found that there were too many voices to be heard and too many different opinions to reconcile. They needed a naming system that would make the difficult process of integrating multiple brands less fraught and more objective.

Deloitte called on BVA to develop a standard approach to naming brands that would be easy to replicate, simple to follow, and bring a corporate, top-level procedure to a once subjective and messy exercise.

BVA designed a decision tree model that gave Deloitte a straightforward set of steps when naming each new acquisition.

  • We first created a scorecard that described all the possible relationships that an acquired brand could have to the Deloitte brand.
  • We then designed the set of decision points that would lead Deloitte to each outcome.
  • Finally, we created an implementation roadmap to ensure that stakeholders would use our model correctly every time a naming decision needed to be made.

Two years later, Deloitte still uses our decision tree to help integrate every new acquisition. Their process is objective and transparent. Deloitte saves time, money, and goodwill during every brand integration.

Baby Jogger  /   Case Study

Baby Jogger Case Study

Strategically engaging Baby Jogger's social media audience broadened the brand's consumer base

More and more of Baby Jogger's core customers were making social media an important part of their purchasing process.

  • 66.2% of moms are Facebook users (23.9 million)1
  • 73% of moms use parenting social media for brand and product recommendations2
  • 50%+ of moms use search, websites and social to research product purchases3

Although the Baby Jogger brand enjoys a strong retail presence, it lacked critical brand salience and familiarity among new moms and expecting parents. BVA helped Baby Jogger recognize the clear opportunity to better engage with this audience through social and digital media. Through targeted content and communications efforts we are positioning the brand for expansion by having deeper and more responsive conversation with consumers. Our goal is to transform the brand's social media presence into a true merchandising and promotional platform for the brand that allows consumers to re-market on Baby Jogger's behalf.

BVA overhauled Baby Jogger's entire social media presence.

  • We defined the audience mindset with a strategic content calendar catered to the needs and interests of Baby Jogger parents.
  • We shifted from narrow-view product selling to broad-view brand building—using the forum to demonstrate our core values of innovation and creativity.
  • Finally, we created an implementation roadmap to ensure that stakeholders would use our model correctly every time a naming decision needed to be made.

Baby Jogger's social community is now a fast-growing collection of engaged brand ambassadors. Within three months of engaging BVA, Baby Jogger has:

  • Increased Facebook likes by 95%
  • Increased fan engagement by 92%
  • Activated the most engaged fan base in the category

Across all major social networks, Baby Jogger now has fans that regularly reach out with praise for the brand, recommend Baby Jogger products to others on social, and even come to Baby Jogger's defense when a competitor makes a negative comparison.

FLOR  /   Case Study

Designing a unique mobile ecommerce product opened a new sales channel for FLOR.

FLOR needed a way to transform their iconic catalogue into a digital experience. They sought to drive up online sales and increase revenue while readying their unique design perspective for the next generation of online consumers.

Executive Director of Production Matt Bijarchi led the team that developed a one-of-a-kind tablet app combining a user-friendly e-commerce function with an immersive interactive room design tool.

  • Gave users the ability to upload and furnish their own rooms with digital versions of FLOR carpet products.
  • Allowed users to connect with customer support, FLOR designs, and the entire FLOR community in real time for feedback and advice.
  • Brought the FLOR catalog to life with beautiful, intuitive e-commerce.

Since debuting on the iTunes store, the FLOR app has received rave reviews from fans all over. FLOR continues to update the application with new catalogue content and customers all over are enjoying a unique shopping experience that captures the essence of the FLOR brand.

CareerBuilder  /   Case Study

CareerBuilder Case Study

Developing a new, custom digital product allowed CareerBuilder to attract important new clients.

CareerBuilder sought to offer their enterprise clients a powerful digital solution—a social engine that would compete with Microsoft's Yammer as a tool for enhancing workplace efficiency and fostering stronger corporate culture. To meet the needs of the online HR provider, our Executive Director of Production Matt Bijarchi directed the development of a unique social tool aimed at Fortune 500 clients.

Matt's team created a private social network that works seamlessly across the web and all mobile platforms, which CareerBuilder could customize to meet the specific needs of all their clients. The network:

  • Increased team connectivity at all levels, adding much needed efficiency to corporate communications distribution
  • Empowered employee recruitment efforts
  • Increased employee retention rates

Results are in beta, but blue chip clients Chipotle and Florida Hospital are already signed on to integrate the unique, customized social solution into their operations. Soon, enterprise-class clients from all sectors will be able to use CareerBuilder's network to streamline their internal operations and keep teams pulling in the same direction.

The Sharper Image  /   Case Study

The Sharper Image Case Study

A retargeted brand strategy led to additional revenue for a strategic Sharper Image investor.

Hilco Consumer Capital needed to discern which part of the Shaper Image brand still held value after bankruptcy. They engaged BVA to discover whether the brand could re-launch as a new retail identity or would be better off as a licensed property.

BVA conducted a custom quantitative research evaluation to determine the health of the Shaper Image brand relative to both on and offline competitors.

  • We found that the Sharper Image name still commanded a premium with consumers in select non-US markets.
  • On the other hand, we identified a high degree of financial risk in re-launching as a retail brand through either a catalog or online sales channel.
  • Based on our finding, we designed an implementation strategy for licensing the Sharper Image name in select markets and in relation to specific products that reflected key brand attributes.

Hilco purchased rights to license the Sharper Image name and employed our strategy to drive revenue in targeted markets. The firm was able to create additional revenue from the repurposing of a single brand asset.

Rossignol  /   Case Study

Rossignol Case Study

Examining Rossignol's brand equity enhanced a potential investor's due diligence outlook.

Century-old alpine sports brand Rossignol was up for sale and BVA's private equity client believed that the brand's strength among skiers justified an extension into the broader outdoor athletics category. Our clients supposed that the ski brand could sell outdoors goods at a premium, competing immediately with sector leaders. BVA came in to determine whether Rossignol's brand equity was sufficient to make them truly competitive at the top level of a new and expanding market.

BVA undertook a brand-focused due diligence analysis to ascertain how much resonance Rossignol had off the slopes.

  • We found the brand lacked both awareness and credibility outside of the niche alpine sports market.
  • That lack of awareness translated to a lack of brand equity, which meant that an extended Rossignol product line could not compete effectively against the premium players in the outdoor athletics space.
  • We determined that if our client wanted to extend the Rossignol brand, they would have to make a down-market move and compete in less desirable retail channels.

Our client surmised that Rossignol did not support their IRR requirement as a long-term investment. Subsequently, they exited the bidding process.

Cannondale  /   Case Study

Cannondale Case Study

Restructuring Cannodale's brand architecture, marketing and sales strategy produced increases in efficiency across the organization.

Cannondale needed to go from single brand marketer to multi-brand portfolio. The company had acquired Schwinn, Mongoose and GT and expanded both their portfolio of bicycle brands and their sales footprint. Up until then, Cannondale had been a single brand marketer focused on a narrow customer segment and selling through the incremental independent retail channel. They had become a suite of brands serving a range of customer segments through both independent and mass-market retail. Cannondale engaged BVA to orchestrate the marketing, brand, and sales strategy overhaul that would make their transition effective.

BVA launched a wide-ranging company investigation that included data analysis, interviews with stakeholders globally, and custom quantitative and qualitative research surveys with both consumers and retailers.

  • Based on our findings, we created a product-positioning strategy that enabled each brand to fulfill a market niche.
  • We organized the portfolio according to key brand and channel characteristics to avoid sales cannibalization.
  • We then extended our brand strategy to the retail channel and developed a dynamic sales model, mapping all North American dealers and retailers to optimize sales force activity and product distribution.
  • Finally, we created the roadmap to implement the new strategy, re-engineering the sales and marketing planning process and aligning cross-departmental operations and investment efficiencies across the organization.

Cannondale minimized the operational disruption associated with a major business expansion. At the same time, they maximized sales to become the second largest bicycle manufacturer in the world.

Cobalt Boats  /   Case Study

Cobalt Boats Case Study

Deep consumer insight saves a luxury brand during an economic downturn.

In 2008, with an economic storm approaching, luxury brands like Cobalt braced for steep sales declines due to drop-offs in demand created by the coming downturn. Cobalt needed to find a way to differentiate during a time when their entire category was projecting losses. The brand sought to understand as clearly as possible the habits, loyalties, and category purchase behaviors of its core customer.

Cobalt engaged BVA to produce a custom consumer research analysis that would paint a clear and coherent picture of Cobalt’s target consumer. Our research:

  • Uncovered key insights regarding purchase channel behavior
  • Provided a detailed roadmap of the consideration and purchase process
  • Defined the brand attributes that resonated most with consumers at each touch-point
  • Targeted the brand attributes most at risk of erosion

Relying on BVA’s data and insights, Cobalt was able to defend its superior brand status in the category, while also positioning the company competitively during a period of uncertainty. Today, Cobalt reports that the state of both the business and the category are improving, while many of their competitors are no longer in business.


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