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Marketing evolution of the coburn brand 2011 12

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Marketing evolution of the coburn brand 2011 12

  1. 1. Marketing Evolution of the Coburn Brand 2011 through 2012
  2. 2. Timeline at a GlanceA. Company RebrandingB. Product RebrandingC. Product Line Replacement (via partnership)D. Product Offering Expansion (new technology)E. Product Offering Expansion (via partnership)F. Product Offering Expansion (via acquisition)G. Product Line ExpansionH. Ecommerce (new website) G H D G G F D G G 2013 A C E H D 2012 B 2011
  3. 3. A. Company Rebranding• New company name – Descriptive while leveraging previous brand• New company Mission and Vision statements Strategic Marketing Focus: – Top-level direction and unique position in industry √ – Drive response (call or web) √ – Grow lead list• New company Core Values initiative √ – Position/Promote products – Recognize, differentiate and lead with new set of core values √ – Competitive conversion √ – Support/Drive brand• New Company Logo √ – Support sales efforts – Draw from historical and industry iconography √ – Support Aftermarkets and NPD √ – Synergistic use of budget• Brand logistical replacement – Web, mail, email, key accounts, Tactical Marketing Used:• Brand physical replacement √ – Press coverage – Collateral, letterhead, signage, √ – Event/Trade Show coverage √ – Sales Force collateral & tools• Market communication √ – Direct Marketing – Multi-phase strategy and execution (letters, email, new media, etc) √ – Indirect Marketing• Existing customer communication (ads, banners, web, etc) – Minimize disruption to current business
  4. 4. B. Product Rebranding• Product re-packaging – Design new standards for product logos, labels, packaging, etc. – Work with key vendors to replace artwork files where needed Strategic Marketing Focus: – Replace photo library and press kits with updated images √ – Drive response (call or web) √ – Grow lead list• Product re-launch (specific) √ – Position/Promote products √ – Competitive conversion – Re-introduce key products or under-performing products with √ – Support/Drive brand new USP and marketing focus, backed by new company brand √ – Support sales efforts √ – Support Aftermarkets and NPD• Brand logistical replacement √ – Synergistic use of budget – Update images and format of key marketing campaigns: ads, mail, email, etc Tactical Marketing Used: – Update images and format of key marketing collateral: √ – Press coverage brochures, web, sales tools, etc √ – Event/Trade Show coverage √ – Sales Force collateral & tools• Market communication √ – Direct Marketing (letters, email, new media, etc) – Gradual and un-ceremonial changeover to new brand, with the √ – Indirect Marketing exception of any key product re-launches (ads, banners, web, etc) – Minimize disruption to current business
  5. 5. C. Product Line Replacement (via partnership)• Replacement of existing product line through partnership/distributor agreement with company providing similar product Strategic Marketing Focus: √ – Drive response (call or web)• Product line rebranding √ – Grow lead list √ – Position/Promote products – Establish new brand for product line to differentiate from √ – Competitive conversion supplier standard √ – Support/Drive brand – Work with supplier to apply Coburn brand and standards to √ – Support sales efforts products being supplied √ – Support Aftermarkets and NPD √ – Synergistic use of budget• Industry communication of change – Communicate change of product and any change product line Tactical Marketing Used: focus to industry √ – Press coverage √ – Event/Trade Show coverage• Customer communications √ – Sales Force collateral & tools √ – Direct Marketing – Communicate change of products and support of old product (letters, email, new media, etc) line to existing customer base √ – Indirect Marketing (ads, banners, web, etc)• Product value-add marketing – Effectively communicate USP of product and key differences/benefits of Coburn distribution
  6. 6. D. Product Offering Expansion (new technology)• Addition of new products through development and/or integration of new market technology Strategic Marketing Focus:• Product line branding √ – Drive response (call or web) – Establish new brand for product line to differentiate from √ – Grow lead list existing market solutions √ – Position/Promote products √ – Competitive conversion• Industry communication √ – Support/Drive brand √ – Support sales efforts – Communicate new solutions to appropriate area of industry √ – Support Aftermarkets and NPD – Communicate new products, potential upgrade paths, and √ – Synergistic use of budget support of old products to existing customer base Tactical Marketing Used:• Product value-add marketing √ – Press coverage – Effectively communicate USP of product and key √ – Event/Trade Show coverage differences/benefits of Coburn product(s) √ – Sales Force collateral & tools √ – Direct Marketing – Leverage addition of new product(s) to reflect more expansive (letters, email, new media, etc) company portfolio and customer offering √ – Indirect Marketing (ads, banners, web, etc)
  7. 7. E. Product Offering Expansion (via partnership)• Addition of new products through partnership/ distributor agreement Strategic Marketing Focus:• Product line branding √ – Drive response (call or web) – Establish new brand for product to differentiate from supplier √ – Grow lead list standard √ – Position/Promote products √ – Competitive conversion – Work with supplier to apply Coburn brand and standards to √ – Support/Drive brand product(s) being supplied √ – Support sales efforts √ – Support Aftermarkets and NPD• Industry communication √ – Synergistic use of budget – Communicate new solutions to appropriate area of industry and existing customer base Tactical Marketing Used: √ – Press coverage• Product value-add marketing √ – Event/Trade Show coverage – Effectively communicate USP of product and key √ – Sales Force collateral & tools differences/benefits of Coburn product(s) √ – Direct Marketing (letters, email, new media, etc) – Leverage addition of new product(s) to reflect more expansive √ – Indirect Marketing company portfolio and customer offering (ads, banners, web, etc)
  8. 8. F. Product Offering Expansion (via acquisition)• Addition of new products through acquisition of company or specific intellectual property Strategic Marketing Focus:• Assimilation of new product(s) √ – Drive response (call or web) – Apply Coburn brand and standards to new product(s) √ – Grow lead list – Leverage and re-allocate acquired marketing resources √ – Position/Promote products √ – Competitive conversion √ – Support/Drive brand• Product line branding √ – Support sales efforts – Establish new brand for product to differentiate from previous √ – Support Aftermarkets and NPD supplier standard √ – Synergistic use of budget• Industry communication Tactical Marketing Used: – Communicate new solutions to appropriate area of industry √ – Press coverage – Communicate new ownership and support to existing √ – Event/Trade Show coverage customer base √ – Sales Force collateral & tools √ – Direct Marketing (letters, email, new media, etc)• Product value-add marketing √ – Indirect Marketing – Effectively communicate USP of product and key (ads, banners, web, etc) differences/benefits of Coburn product(s) – Leverage addition of new product(s) to reflect more expansive company portfolio and customer offering
  9. 9. G. Product Line Expansion• Addition of new products through development of alternate configurations and upgrade packages Strategic Marketing Focus:• Industry communication √ – Drive response (call or web) – Communicate new solutions to appropriate area of industry √ – Grow lead list – Communicate new product and potential upgrade path(s) to √ – Position/Promote products √ – Competitive conversion existing customer base √ – Support/Drive brand √ – Support sales efforts• Product value-add marketing √ – Support Aftermarkets and NPD – Effectively communicate USP of product and key √ – Synergistic use of budget differences/benefits of Coburn product(s) – Leverage addition of new product(s) to reflect more expansive Tactical Marketing Used: company portfolio and customer offering √ – Press coverage √ – Event/Trade Show coverage √ – Sales Force collateral & tools √ – Direct Marketing (letters, email, new media, etc) √ – Indirect Marketing (ads, banners, web, etc)
  10. 10. H. Ecommerce (new website)• Restructure website format – Identify key growth areas and product offerings and reformat website layout to compliment Strategic Marketing Focus: – Identify key shortcomings of pervious incarnation and correct √ – Drive response (call or web) in new design √ – Grow lead list √ – Position/Promote products• Integration with primary sales cycle √ – Competitive conversion √ – Support/Drive brand – Communicate web order process internally √ – Support sales efforts – Educate Sales Force and Inside Sales teams √ – Support Aftermarkets and NPD √ – Synergistic use of budget• Strategic multi-phase launch – Communicate new website update to existing Tactical Marketing Used: customers/users prior to launch √ – Press coverage – Post-launch and successful initial live period, communicate √ – Event/Trade Show coverage new website to entire industry √ – Sales Force collateral & tools √ – Direct Marketing (letters, email, new media, etc)• Leverage new technology and buying trends √ – Indirect Marketing – Use ease-of-use, self-service and instant gratification (ads, banners, web, etc) elements of website to drive more sales via web – Entice new customers through web-only incentives
  11. 11. Results• Near complete replacement/upgrade of product offering in 3/4 of total market reach• Doubled lead generation year over year• Doubled organic press coverage prior to previous years• Increased market share in specific market segment 125% (May 2011-2012)
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