Marketing strategy for biotech company
We worked closely with the commercial division of a biotech company to develop a comprehensive strategic marketing plan. The plan identified priorities and focus to guide budget and resource allocation decisions for the coming year and beyond. We also created a market research plan to help refine the company positioning and develop a public relations plan to help create increased consumer awareness and generate overall growth in this emerging market.
The growth of this commercial division was an important factor in the parent company's successful initial public offering (IPO) in early 2005.
Rejuvenated sales for prepared-foods manufacturer
We identified high-value market segments, and developed a highly targeted marketing and sales strategy focused on those priority segments that returned this company to double-digit sales growth.
This specialized prepared-foods manufacturer had perfected a superior process for manufacturing top-quality prepared foods with unique handling advantages. We got involved after sales growth had stalled, and results were off despite the recent work of turnaround consultants. Our plan to focus on two high-potential segments also entailed re-deploying resources and discontinuing efforts on five other, lower-value segments that were diluting attention and dragging down results. The reorganization of sales and marketing personnel based on the new focused plan returned the company to solid revenue growth.
Growth strategy for retail chain
We led the development of a strategic plan that enabled this multi-billion dollar regional discount department store chain to sustain profitable growth in the face of increased Wal-Mart penetration into their markets. The chain had been growing successfully in rural markets for nearly 30 years, but was suddenly facing the prospect of Wal-Mart aggressively entering its markets.
Plans we developed included significant merchandising and marketing changes to support new pricing and positioning strategies. And though the company went from sharing very few markets with Wal-Mart to nearly 100% of them, the chain continued to grow, and currently is the last remaining regional chain in this market segment in the US .
Pricing strategy for optical retailer
We developed a new integrated pricing strategy for this retailer of eyeglasses that that increased sales growth and customer satisfaction while also enabling a reduction in production turn-around time by over 85%. The company's highly promotional pricing strategy had been putting tremendous stress on the central plant where producing the glasses. Recent growth had led to increasingly long product turn-around times - often taking 7 to 10 days. This long turnaround time was creating customer dissatisfaction and order cancellations in a market where producing glasses in one hour or one day was becoming the norm. After the pricing strategy was implemented, sales continued to grow while customer returns and cancellations decreased substantially.
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