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Challenge:
When we first encountered Rauland-Borg Corporation, the company had recently dissolved its in-house creative studio. A fresh marketing team was in place and the small, but talented group had some heavy lifting to do.
The company is a leader in two industry segments: nurse-call systems in the healthcare field and communication systems for K-12 schools. In spite of having integrated products in both industries, their marketing communications, like many engineering and manufacturing companies, were not. We left one meeting with over thirty pounds of input - brochures, catalogs, direct mail and DVDs - from the not-that-distant past. With new product launches imminent on both sides of the house, it was time to develop a system.
Solution:
Our approach was to develop two systems: one for brand identity and reinforcement and the other to chart and measure an integrated marketing communications program. Working closely with Rauland management, we developed a style guide, palette and design scheme for the Responder and Telecenter products. We applied it to a broadened range of marcom events - from press releases and e-zine templates to direct mail, web page, collateral and display graphics. Whenever possible, we monitored response. And applied the intelligence.
Result:
Developing brand identity guidelines has delivered cost savings and consistency across elements and executions, even when multiple creative vendors or in-house staff is involved. And our methodical approach to testing and measurement has eliminated some marketing tactics (direct mail), while illuminating and funding others (public relations and e-marketing).
For us, the real proof is not in increased sales and profits (since those are tied to product superiority and a strong distributor network) but in the fact that seven years later, we remain a trusted partner.
When we first encountered Rauland-Borg Corporation, the company had recently dissolved its in-house creative studio. A fresh marketing team was in place and the small, but talented group had some heavy lifting to do.
The company is a leader in two industry segments: nurse-call systems in the healthcare field and communication systems for K-12 schools. In spite of having integrated products in both industries, their marketing communications, like many engineering and manufacturing companies, were not. We left one meeting with over thirty pounds of input - brochures, catalogs, direct mail and DVDs - from the not-that-distant past. With new product launches imminent on both sides of the house, it was time to develop a system.
Solution:Our approach was to develop two systems: one for brand identity and reinforcement and the other to chart and measure an integrated marketing communications program. Working closely with Rauland management, we developed a style guide, palette and design scheme for the Responder and Telecenter products. We applied it to a broadened range of marcom events - from press releases and e-zine templates to direct mail, web page, collateral and display graphics. Whenever possible, we monitored response. And applied the intelligence.
Result:
Developing brand identity guidelines has delivered cost savings and consistency across elements and executions, even when multiple creative vendors or in-house staff is involved. And our methodical approach to testing and measurement has eliminated some marketing tactics (direct mail), while illuminating and funding others (public relations and e-marketing).
For us, the real proof is not in increased sales and profits (since those are tied to product superiority and a strong distributor network) but in the fact that seven years later, we remain a trusted partner.
