A cosmetic company entering new distribution wanted to understand perceptions of their brand and competitors among the new channel users and how to differentiate their brand. We conducted extensive qualitative research using visual stimuli to understand the category ideal and how our client's brand related to it. Output was used to create a target audience profile, brand positioning and communication guidance.

A global consumer products company wanted to identify the optimal brand portfolio structure to organize and focus their innovation efforts. Starting with an analysis of their global segmentation data, we brought the team together to brainstorm potential scenarios. Lead options were further analyzed until we reached conclusion on one approach. For each key pillar of the portfolio plan, we created an in-depth target audience profile and communication guidance.

A financial services company had made a major acquisition of a company in a related area and wanted to know how to brand it in order to keep current customers and acquire new ones. We laid out possible branding options and the pros and cons of each for the management team. With some name alternatives in hand, we conducted individual interviews with their top customers. Feedback helped all involved to feel confident that adopting the parent company brand was the right move for the acquisition.

A top pharmaceutical brand wanted to ensure that they were protecting their leadership position with communications that would reinforce differentiation against a slew of new competitors. To broaden thinking, we identified "10 paths to differentiation" that have been used successfully by other healthcare and consumer brands. These were the basis for a series of brainstorming sessions including marketing and medical, leading the team to a list of high-potential programs to choose from.

A large non-profit group wanted their employees to better understand their brand vision and how to talk about it to people outside the organization. After working with a multi-functional team to define that brand vision, we conducted 7 one-day brand workshops with employees across the US using story-telling, role-playing and team exercises to engage staff at all levels. There was plenty of skepticism at the start of each day, but by the end many people said they felt very proud of their organization and equipped to talk about it in a way that made it easier for others to understand what they do and why it is so important.