Clients
Case Studies

B to B Brand Positioning
Problem
An Internet-based client entered into a joint venture with a world renowned marketing organization to offer professional services and industry best practices to marketers. A brand positioning for the new organization was needed before the end of the month.

BHC's Approach
Within two weeks, BHC recruited/interviewed a dozen senior marketers from some of the top U.S. and global advertisers to recommend a new positioning.


Solution
BHC findings supported a new brand name, positioning, and brand architecture based on the needs and language preferences of the target audience.

Additional recommendations were made for the optimal target audience, as well as for pricing the service.


Brand Strategy Redirection
Problem
Major manufacturing enterprise faced rapidly slowing sales.
70% of its business came from four customers.

BHC's Approach
BHC uncovered enormous, damaging gaps between internal and external perceptions of the brand.

Analysis revealed major outages in customer service and interaction, quality control, and warning of disengagements.

In-depth probing of customers’ environment, pressures, need gaps, and perceptions of competitors revealed opportunities.


Solution
Recommendations included “immediate action” plans, in addition to long-term brand development goals.

With plans in place, BHC formulated mission statements and brand architecture based on meaningful, achievable goals.


Brand and Research Training
Problem
A global consumer packaged goods company discovered a disconnect between field and corporate marketing.

BHC's Approach
BHC, using its proprietary brand and research curriculum, participated in a week-long problem-solving seminar.


Solution
By teaching “basics,” BHC assisted field sales executives in understanding the rationale behind marketing initiatives.

BHC facilitated discussions that “broke down” misunderstandings that were harbored by the field.

BHC also demonstrated techniques that the field could use to assist corporate marketing in an inclusive atmosphere.

This classroom-style process enrolled and trained those who would benefit most from understanding the principles of marketing and marketing research.


Market Segmentation
Problem
Global IT provider wanted to better understand the developer market to determine attitudes / need states. Was the “attitudinal” profile relevant among developers?

BHC's Approach
BHC aggregated learning from CID interviews already completed in segment. Using “Value and Lifestyles” typologies, we developed an on-line, quantitative study to segment the developer market.


Solution
Five clear attitudinal segments were identified.

Segmentation was validated, but these newer and deeper insights suggested a much more complex approach than was originally expected.

This unique insight was instrumental in adjusting the thinking of our client’s messaging approach.


Service Positioning
Problem
Global IT provider needed to position a new service to a dynamic, ever-changing market segment.

BHC's Approach
BHC conducted place-based CID interviews at four different industry conferences over a period of several days.


Solution
BHC discovered that the targeted segment held preconceptions about their current partners which were based on industry myths.

Segment would not be easily convinced; therefore, the client needed to present a compelling reason to believe.

Identified that with specific positioning / service specification, the client could win by focusing on very clear (and differentiated) strengths, e.g., feature/function and partnership credibility.


Retail Optimization
Problem
A major international brand was experiencing yearly sales declines at a key retail partner (US club store chain).

BHC's Approach
“Mystery shopper” in-store audits, in-store interviews with sales associates/customers, and focus groups helped to identify drivers/inhibitors to category and brand sales.

In-house strategic sessions with BHC team and category experts identified possible “best” solution sets.


Solution
Increase category top-of-mind awareness among club members through enhanced in-store messaging and a database marketing program.

Develop a more personalized “category shopping experience” by improving sales associate knowledge and increasing use of in-store technology, while making key driver adjustments to the sales process and store lay-out.