Our client was a manufacturing company which had been acquired by a North American Organisation. As part of the integration, the client had been asked to expand the European marketing of a new range of products. The products had some sales in Europe, but at a level well below the aspirations of the newly enlarged company.
Whilst the client understood the market well, the products were new to them, and they were unsure how best to promote them. Some guidance had come from the North American parent, but our client found it superficial and unconvincing.
In some parts of the public sector there is antipathy towards the use of brands and logos when carrying out projects, particularly when the project is expected to have a short lifetime. However, when The Galbraith Muir Consultancy was brought in to do the marketing strategy for one such project, the Consultancy and its client decided that clear branding would be a significant advantage in a crowded ‘market place’.
The project in question required a swift roll-out of a new initiative, with limited resources; conventional advertising was not appropriate and would not have been cost-effective. It was also clear that the audience for the project had been rather overwhelmed by the many initiatives being offered to them, particularly organisations in the EU target Objective 1 regions. Marketing communications therefore needed to be powerful and focused – a situation when a clear brand strategy is a strong advantage.
A research group in a UK University had received funding to commercialise a specialised service. The main customers were likely to be blue chip industrial organisations, with whom the academic staff had collaborated for many years. However, the academics were uneasy about engaging with their industrial contacts on a more commercial basis, and sought advice from The Galbraith Muir Consultancy about how best to do this.
The staff of a newly formed high-tech business were having some difficulties in the very early stages of commercialisation of new products. The company was run largely by research scientists and engineers, with little professional marketing input and the key people in the company had fundamental disagreements about how best to move to the next stage of business development.
The Galbraith Muir Consultancy was initially brought in to advise on marketing strategy, but it was also suggested that interpersonal issues would need to be resolved.