| Branding Case Studies
J.D. Edwards:
Brand challenge: In the early 90s company had a low profile in
the emerging IBM midrange market although it had a broad range of superb
software applications.
Steps that were followed: A thorough product study revealed that
JDE was offering the market something no one else was, but didn’t
realize its significance. At a time when software was sold either off
the shelf, or requiring expensive modifications JDE software was designed
in such a way that end users could do the mods themselves. Also intense
media analysis suggested that vertical business publications were much
better suited than the technology magazine currently being employed.
Measurable results: Sales, which had been at a plateau of about
$15 million for three years, leaped 400% over the next three years to
approximately $60 million.
Overview: Ed McVaney, chairman of JDE and I became friends over
many years attendance at ADAPSO events. After three years of flat sales
(couldn’t get over $15 million) he asked for my help. I discovered
they were in all the wrong media (tech pubs vs. end user pubs), their
sales force did not relate to--and was disenchanted by--the corporate
messaging (solved by inviting their participation in creative assessments),
and worst of all, they were not even promoting what the market was screaming
for--which JDE had and no else did (an MRP engine that was programmable
by users!). In addition I redesigned the company logo and took over corporate
branding. After KBA assumed responsibility for all sales and marketing
communications sales jumped from the plateau of $15 million to $30 million
the first year, to $45 million the second and $60 million the third.
IBM:
Brand challenge: The initial launch of IBM’s DBMS DB2 fizzled
for lack of a focused communications effort. They were competing with
other relational DBMS including the powerful Oracle product.
Steps that were followed: KBA was hired to refine the Marcom strategy.
Extracting subtle messages from a McKinsey study we were handed we positioned
them as the only product offering “industrial strength” a
concept which was welcomed by the market and caught on quickly because
of the existing perception that only hierarchical DBMS offered heavy lifting.
KBA was then appointed to work with Wells Rich and Greene, IBM’s
agency for corporate and software, to develop the creative strategy.
Measurable results: As they say “the rest is history”.
DB2 is considered today the leading relational DBMS locked in an ongoing
duel of giants with Oracle.
Retail Target Marketing Systems:
Brand challenge: RTMS, while not as well known as larger competitors
had a better database analysis product for retail marketers.
Steps that were followed: KBA suggested that a white paper produced
as a collaborative effort between RTMS and well-known Coopers & Lybrand
be used as a response incentive.
Measurable results: Sales resulting from the leads this generated
were up 50% over preceding period.
Pansophic Systems:
Brand challenge: Company was a two-year-old startup selling not-very-exciting
utility software for IBM mainframes.
Steps that were followed: Massive media coverage in trade publications
over a period of five years with a dramatic ad format that never changed
was implemented.
Measurable results: Sales climbed from $2 million to $30 million
over five years. Pansophic became the world leader in IBM utilities and
was later sold to Computer Associates for $280 million.
Thumbscan:
Brand challenge: VC funded startup with no market exposure selling
biometric based computer security.
Steps that were followed: Emphasis was on PR. Followed by the challenge
of developing a powerful, memorable graphic icon to function across all
marketing communications media. A pair of cat’s eye were settled
on for the symbolism of watchfulness. This graphic device, the key element
in our creative repository was displayed on every contact point we could
find, ranging from the obvious Marcom collateral to mailing stickers,
packaging, and the product itself.
Measurable results: The products, and company, were eventually
sold to VASCO Data Security because of technology issues that could not
be resolved. However people in the data security market were still commenting
on the strong graphic approach five years later, not realizing the company
had shut down. Footnote: Several years later VASCO became a client
of KBA’s and remained for three years with Keith functioning as
their Virtual VP Marketing.
Ethiopian Airlines:
Brand challenge: While ET covers Africa like UAL covers the US,
there was low awareness of their global capability for air cargo in the
rich American market.
Steps that were followed: KBA’s strategy was based on ET’s
roots with TWA to strengthen awareness. Integrated direct marketing was
directed to freight forwarders in the US.
Measurable results: New business inquiries exceeded by 1000% the
inquiries recorded the preceding year.
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