Case Studies

CIRCUS STREET
Creating an eComm Blueprint

The initial stage of this project was to understand the latest eCommerce developments & innovations as well as the specific challenges facing CPGs. This was achieved through holding numerous stakeholder interviews with large CPG companies and carrying out extensive research using independent 3rd party data sources.

Next, a complete eCommerce training blueprint was mapped out incorporating 30+ training modules under four key pillars i.e. 1.eRetail Excellence 2.Business Planning & Future Proofing 3.Consumer Centricity 4.Performance & Evaluation

Finally, storyboards and lesson scripts were written for a series of lessons under each module. These included eComm Models; eComm for C-Suite; Data Framework Strategy

- The new eCommerce programme has been adopted by all Circus Street’s global CPG clients

- The new eCommerce programme opened up new revenue streams both with existing clients and new business prospects

- 3 of the 5 most successful lessons in Circus Street’s entire training catalogue now come from its eCommerce blueprint

- Circus Street now has a leading eCommerce training programme that has become a valuable point of difference vs competitors

Circus Street is an online training organisation. It uses interactive and engaging video content to train marketing professionals across the full range of marketing disciplines.

Circus Street recognised a gap in its suite of eCommerce lessons, that were deemed too generic and somewhat out of date. Specifically there was an opportunity to develop an eCommerce programme specifically tailored towards the needs of global CPG companies.

I came on board as the lead consultant to design, develop and deliver this project

SAMSUNG
Building Media Operations

In order to gain greater insight into the ROI of Samsung’s sizeable European media investment; drive better commercial value & savings; drive better media thinking, planning and activation across all markets, a number of key ‘lighthouse projects’ were implemented including:-

- An MMM pilot rollout across 2 European markets
- A redesign of Samsung’s strategic sourcing procedure and protocol
- A Renegotiation of Publicis Media’s SoW and fee
- A review of Samsung’s media strategy and long term holdings across Europe
- Development of a European Media Council
- Deployment of an annual planning cycle and ‘Media Golden Rules’

Samsung were in a stage of transition where they were building out their European marketing operations from predominantly a coordination and reporting role into a fully functional strategic centre of excellence to support their 27 local markets.

A new CMO had been recently appointed to lead this transformation and was busy recruiting new talent, developing new capabilities and implementing new processes. I came on board as the European Head of Media & Agencies to spearhead media operations and strategy.

MIELE
Marketing Capability Transformation

Critical to Miele’s media re-alignment was gaining the trust and confidence of their local marketing teams. This was achieved by setting out clear processes and guidelines to the markets for each stage of transition. Equally important was opening up multiple channels of communication for continuous dialogue, feedback and conflict resolution.

In addition, guidance was provided to BCX for building out central capability. Working with the new agency to develop an integrated planning process; creating new ways of working to drive greater collaboration between BCX and other Miele divisions; building a JBP between BCX and the new agency are all tangible examples of solutions that were delivered.

- All media operations were 100% transitioned in time for 2024 campaigns

- Miele is now operating within an annual planning cycle, driving greater consistency globally in its marketing approach

- An MMM pilot has been initiated in the UK as the start of a strategic initiative to deliver greater insight into Miele’s media effectiveness

- Many of Miele’s markets are already reporting an uplift in the quality of their agency teams’ media response and execution

Miele was going through the biggest marketing transformation in its 125yr history. It required over 50 highly autonomous local markets to end their incumbent relationships in order to consolidate media operations into a single agency network.

In addition Miele’s corporate brand marketing (BCX) was looking to transform itself into a strategic division in support of its markets. It needed to rapidly develop internal capabilities, centres of excellence and service delivery. I came on board as a lead consultant to support with this ambitious transition and transformation project.

THE APERTO PARTNERSHIP
Client Media Training

- The training module has strengthened Aperto’s existing product offering to clients building greater trust and credibility

- The training module has opened up a new revenue stream for Aperto and also the opportunity to offer greater added value

- Aperto clients have already benefited from the training through improved agency relationships and better working practices

- Aperto are considering to expand this client training into a series of modules

The Aperta Partnership is a media consultancy business that help advertisers select the right strategic media partner and then ensure that they are getting the best value from that partnership both commercially and strategically.

Aperto recognised that there was a great need and demand from their clients to upskill internal marketing teams on all things media so that they could demonstrate good client behaviour and get the very best outcomes from their media agency. I came on board to develop a client training programme that would help achieve this goal.

LEGACY MEDIA
Shaping Business Proposition

Through a series of conversation as well as a critique of content a number of insights were surfaced about Legacy Media’s core proposition that challenged and changed its initial business model:-

- First mover advantage would be key for Legacy Media to gain traction

- Legacy Media should not be a media agency but rather partner with media agencies in support of their clients

- Legacy media should also work with media intermediaries and industry bodies

- Legacy Media’s core USP was in its exclusive ESG data partnership and consequently the quality of its ESG evaluation tool

- Legacy Media should focus on licensing and consultancy

Andrew Power, a friend and ex-colleague was at the early stage of an exciting new business venture. He had recognized the growing importance and impact that ESG was having and would continue to have on advertisers, their media choices and therefore the media industry as a whole.

Andrew was about to launch Legacy Media and an ESG measurement tool that would help agencies and clients evaluate the ESG rating of potential media partners thereby enabling advertisers to make more informed choices on their media partners, strategies and plans. Andrew asked me to help him laser focus his business proposition, prime prospects and USP.

VIBRANT THINKING
Brand & Business Repositioning

The initial task was to sit down with Lorna the CEO to fully understand Vibrant Thinking’s business model; prime prospect audience and vision. A fundamental question to answer was whether Vibrant Thinking needed to separate out it’s creative workshop business and hybrid consultancy into two standalone entities or whether they could fit under one overarching brand proposition and business strategy.

Very quickly it became clear that at the heart of Vibrant Thinking’s brand and service offering was Lorna herself. What was required was a pivot in mindset and approach to now view the traditional creative workshop business as one of many tools in a wider armory of services, including hybrid consultancy, rather that the focal point itself. In this way Vibrant Thinking would give itself headroom to diversify and grow.

- Vibrant Thinking’s profits increased by 15% in one year

- Strengthened Vibrant Thinking’s brand identity by focusing on Lorna herself

- Redefined the strategy and service offering to evolve from training to broader business consultancy

- Developed a suite of services, i.e. training & creative workshops; hybrid consultancy; organisational change programmes

- Clearly defined audiences and targeting strategies for all products and services

- Refreshed credentials; lead gen. marketing and website content

Vibrant Thinking was a business training company that facilitated creative workshops to help solve strategic & organisational challenges.

Post lockdown, Vibrant Thinking was a forerunner in recognising the sizeable challenges now facing business due to a permanent shift in workforce behaviour, i.e. hybrid working; virtual teams; new comms channels etc. I came on board to consult for Vibrant Thinking on how to pivot its brand and business strategy to offer business consultancy in this space, while not diluting its current offering or losing its existing client base.

TAILORED FUTURES
Social Media Strategy

Collaborating closely with the CEO and her leadership team, firstly, a deep dive was carried out to establish both TF’s primary and secondary audiences and the key comms tasks to be addressed for each. Secondly, based on insights into the TF brand, key audiences and the new ReIntegrateMe platform, the comms strategy “Swipe Right on Second Chances” was developed with 4 clear pillars: Gain Credibility; Debunk Myths; Celebrate Success; Generate Support. Finally, a media activation plan was developed with recommended channels, formats and content by comms pillar. An emphasis was given to owned and earned social media channels so to minimize the need for significant media spend.

- Clarity on TF’s new ReIntegrateMe platform value proposition

- Establishing and prioritising key target audiences and communication objectives

- The development of an overall comms platform and strategy that works not just for the REIntegrateMe launch but for all TF’s future campaigns

- An actionable and affordable social media led launch campaign with clear media guidelines and communication guardrails

Tailored Futures (TF) is a non-profit organisation that helps ex-offenders rebuild their lives through employment and reintegration. ReintegrateME is a first-of-its-kind employment platform exclusively for people with a criminal record. Think LinkedIn meets Tinder—a space where employers can swipe right on candidates who match their requirements, making recruitment fairer and more inclusive.

TF were looking for a volunteer with digital marketing expertise to help them: develop and execute a compelling social media strategy to raise awareness and encourage employers to sign-up to the ReintegrateME app.

THE FINCHLEY CHARITIES
Communication Strategy Development

Through a series of workshops and consultations involving key stakeholders from all parts of the organization, full alignment on TFC’s top 3 business goals was achieved as well as clearly defining all prime prospect audiences i.e. Residents, Mental Health Services, Barnet Homes and New Funding Partners. These insights were then used as the foundation and to inform the development of a comprehensive communications strategy with clear go-to-market media guidelines.

- A fully aligned business strategy with 3 prioritised goals

- TFC’s marcoms strategy is now directly linked and driving against business goals with specific and measurable KPIs

- Comms targeting and media strategy now are fully optimized for performance, efficiency and effectiveness

- Greater consistency in brand and communications has seen a double digit increase in customer engagement levels

The Finchley Charities (TFC) are an independent provider of Almshouses for 55+ adults in the London Borough of Barnet. They also deliver 360° support services through partnerships with local health services, grants to local businesses and gardening allotments.

TFC were looking for support to develop an overall communications strategy to drive against their business goals, guide colleagues, communicate with residents, trustees, partner organisations and the wider community. Also to develop an aligned credentials deck to talk to prospective partners in a consistent way and maximise funding opportunities.