Diagram of SEVEN modules:

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Starting Point

• New advertising agency with a highly integrated campaign covering several areas of the business, all media including POS and with up to 200 single projects / campaigns p.a.
• Significant effort involved in coordinating all areas of the business and new responsibilities
• Considerable time pressure in the execution of the new campaign alongside everyday communications responsibilities

Brief

• Creation of a project structure taking into account relevant communications management personnel and the advertising agency
• Management of the project office and coordination of various project elements
• Confirmation of the targeted approach to the campaign launch by keeping to deadlines and budgets
• Establishment of a well-functioning cooperation between company and agency

Approach

• Creation of several sub-projects and teams from both client and agency with clearly defined responsibilities
• Definition of processes and timings for the advertising material for the launch phase as well as everyday communications
• Management of the sub-project teams and agency via regular fixed meetings (including provision of templates, to-do lists, etc.)

Results

• Prompt and on deadline launch of the new campaign for several areas of the business with TV, print, outdoor, brochure, online and POS advertising
• Targeted, highly integrated campaign within dedicated budget
• Clearly defined processes and responsibilities for everyday communications both within the company and in their interaction with the agency

Starting Point

• Organisational overlapping: several different departments address the same market segments
• Decision-making power lies with the product managers, thereby causing discrepancies in the marketing activity
• Pressure from competitors means that a stronger communications focus is required

Brief

• Zero-based planning to increase marketing efficiency
• Analysis of the marketing and communications objectives
• Planning of communications and media spend

Approach

• Quick-audit of communications and budgets based on interviews, detailed analysis and controlling data
• Definition of action points to increase efficiency in the area of communications and media planning
• Creation of a binding communications strategy including campaign architecture and budgeting

Results

• 25% reduction and reallocation of marketing and communications spend
• Suggestions for evaluating effect and efficiency of the funds  by target group and medium
• Suggestion of how to allocate funds within marketing spend
• Definition of KPIs (Key Performance Indicators) and performance levers
• Suggestions for customer win-back and acquisition, cross and up-selling and churn measure

Starting Point

• Brand positioning in the area of second-hand cars is not clearly defined
• Dealership and manufacturer communications differ significantly

Brief

• Creation of a benchmark analysis for second-hand car communications from seven key competitors in four countries

Approach

• Communications audit
• Analysis of the status quo
• Media data
• Communications analysis
• Evaluation criteria
• Structuring
• Documentation
• Communications analysis by brand
• Competitor comparison
• Best Practices
• Documentation

Results

• Demonstration of the types and content of relevant competitor second hand car communications
• Top-line summary of the communications analysis by competitor including communications evaluation

Starting Point

• Communications lack focus on topical matters
• Competitors are addressing these matters early on, making only reactive communications necessary
• Insufficient assessment of results of communications activity

Brief

• Introduction of clear communications strategy
• Establishment of sector and customer relevant areas of interest
• Enable assessment of the success of set communications objectives
• Institution of a management controlling tool

Approach

• Identification of communications objectives
• Assessment of sectors, competitors and customers in order to define areas of interest
• Definition of success factors
• Establishment of framework and Excel database to measure communications success

Results

• Targeted communications measures
• Agenda setting by addressing relevant areas of interest

Starting Point

• The effect of both the company’s and their competitors’ communications on the brand development is unknown
• Insufficient knowledge of the status of the brand by model and market
• Need to refocus diverse communications activity on ‘real’ optimisation levers

Brief

• Develop a comprehensive understanding of the international communications activity in the premium sector
• Deep understanding of the relative brand statuses
• Recommendation for the use of a fact-based set of tools by market

Approach

• Integrated communications benchmark analysis
• Integrated brand analysis (brand screen)
• Development of a communications channel strategy

Results

• Development of hypotheses to determine communications success factors and operational recommendations to improve communications
• Assessment of overall brand performance vs. key competitors and definition of optimisation levers
• Development of a communications channel strategy (ongoing)