Problem: Kent State University’s Annual Fund needed to increase the number of donors, renew support from its existing donors, re-activate giving from past donors, and acquire new donors.

People did not see the value in staying connected. They needed to reach 30,000 people three times a year and on a very limited budget.

Problem: We started working with a successful, virtual inside sales company and discovered that the President had never been interviewed, and was thus unsure what he should and shouldn’t say to the media. Because we were positioning his company as cutting-edge and savvy through media relations, we needed him to appear the same. 

Problem: A financial planning firm approached us to develop a stand-alone piece to help clearly differentiate it from other firms. In the thirty-three years the company was in business, it never had a marketing piece because the firm did not feel anyone could really understand what it did until they met with the company. Needless to say, this firm was skeptical that we would be able to communicate exactly what it does. The firm realized it was losing potential business and needed to develop a piece that could be sent to its prospects prior to meeting with them.

Problem: The owner of an architectural firm approached us to help his firm improve its overall efficiency and formulate a strategy to help it acquire larger projects. Since the majority of the firm’s business was in the public sector and public funding was being cut, the firm needed to create a strategy to help it change focus and re-position itself. 

Problem: An author of a trivia book approached us about assisting her with publicizing her book. Her book had been published by a subsidy publisher and had been in circulation for under a year. The book was only available through the publisher.

Problem: A design and manufacturing firm approached us about helping market and publicize the company; specifically, its bench-scale mixer. This was a revolutionary mixer because the mixer body itself sealed the vessel for either pressure or vacuum operation. The design was so simple that the mixer could be assembled and disassembled, even by a layperson, in less than three minutes. With limited distribution and a small budget, the company needed to get the word out about the mixers and start the sales process rolling. The other challenge the company faced was that the mixer could be potentially suitable for many industries, yet there really was not enough capital to target more than one.