Corporate Marketing has its hand directly on the pulse of The Global Marketplace.
When you consider the investment you have in your business, it can be frustrating to consider the many people you depend on for success: channel partners such as tour wholesalers, travel agents, franchisees, distributors and vendors, plus investors, executives and employees at all levels…the list is long.
Corporate Marketing is a turnkey business partner who provides a best-practices approach to our customers’ communication needs. We excel at developing, implementing and managing customized direct channel communications solutions.
We respect our clients’ freedom to decide the exact degree of participation that we should provide. Can we best serve as consultants or would you prefer that we roll up our sleeves and develop, implement and manage a project?
Whatever level of involvement you choose, you can be certain that our advanced technology, creativity and multilingual/multicultural expertise will be at your disposal.
Within this informative brief, you’ll find just a few of the many success stories we have
“written” with our clients. These case studies illustrate how we’ve taken proactive, imaginative approaches to communications management challenges in the past, and how we’re ready to support you now and in the future.
Caribbean, Central & South Americas
Bridge to the Future Franchisee Program
Corporate Marketing conducted extensive market research in order to develop a bilingual marketing and public affairs communications project for Esso International. Named Bridge to the Future, the program was prepared for the EIA’s retail franchisees in 22 target countries in the Caribbean, Central and South Americas. For this program, Corporate Marketing compiled a proprietary database of market research information.
The database incorporated each country’s economic, political and social conditions so that Corporate Marketing could assess important market forces and trends as they impinge on the countries involved.
To further illustrate, we also compiled information about the geography, culture and the history of each Esso Inter-America Country. In addition, we gathered news clippings, conducted personal interviews and contacted Esso experts who filled us in completely about the challenges and difficulties within each of these markets.
Corporate Marketing also absorbed much about the Esso markets in The Americas while developing and project managing the Service Champions program throughout the Esso Inter-America market over a period of five years. We learned much about the types of promotions and incentives that succeed within individual market areas.
In addition, as the publisher of the Exxon
Corporation’s International Exchange newsletter, Corporate Marketing was
continually in touch with professionals within the individual markets
as part of its interviewing and data collection activities for articles
that were published concerning the global marketplace.
For example, we understand the rationale for successful promotions in Argentina and how to target and highlight major concerns within The Americas. We are also well attuned to the loyalty programs that encompass the best practice benchmarks developed for many of the countries.
Retail Business Systems
Strategic Marketing Plan
Siemens Nixdorf Objectives:
To develop an effective strategy for leveraging the company’s software alliances in order to grow market share for both Siemens Nixdorf cash-handing hardware systems and their allied software partners.
Experience. The key facilitators of the project, the company’s mid-channel retail business systems sales teams, were inexperienced in using strategic alliances to create indirect marketing channels.
Corporate Marketing evaluated the operational and marketing models of the primary sales teams responsible for the success of the project. Brochures and other sales tools were developed by CMI. Recommendations for an improved systems and strategy model was provided to help the Siemens Nixdorf sales team more effectively develop and utilize strategic alliances.
Since the new CMI model has been put into place, the division’s market share has grown tremendously. A number of new strategic alliances have been developed and Siemens Nixdorf is now able to self-manage their indirect marketing efforts to several highly specialized segments of various industries.
Disney Consumer Products, Latin America
To develop a cost-efficient method of
communicating Disney corporate directives, bulletins, and other news to field executives and other employees in the Disney Consumer Products Division, Latin America.
Executives, a primary target to the
information, were extremely mobile. A budget for a printed piece of Disney quality was not available, and even if such a budget was available, there were not any inexpensive, reliable methods of general mail delivery to the geographic regions where this communication device would have to be sent.
Corporate Marketing developed an electronic newsletter model called “D-mail Latinoticias.” sent via traditional e-mail routes, executives were able to easily down-load the full color, interactive electronic bulletins via their phone lines or sat-com links, anywhere in Latin America (or the world, for that matter). Special file compression software was used to send the relatively large files over the internet and allow them to be quickly and easily opened at the recipient’s end.
Because the files of the electronic newsletter were of a better graphic quality than an Internet web site, regional managers could simply download a copy of D-mail Latinoticias to their local computers, print the newsletter on their personal color printers, and distribute them to their local employees.
D-mail Latinoticias is a cost-effective communications solution that gives Disney corporate a
content and deadline flexibility far greater than that of a printed newsletter. And because the updated content is developed by Disney in –house, all graphic and creative standards of Disney corporate can be closely maintained.
NORTEL (Caribbean And Latin America)
Multinational Communication Tactics Evaluation
Nortel CALA Objectives:
To create a standardized system for proposal management that would be used throughout the CALA wireless division, especially in terms of maintaining brand identity.
The prospective audience for Nortel
proposals was comprised of a diverse spectrum of regional languages and cultures. All versions of Nortel proposals would have to be adapted for regional considerations, but maintain consistency according to Nortel corporate standards.
Representatives from CMI conducted extensive on-site research at the Nortel headquarters in Sunrise, Florida, There, the multi-cultural CMI team studied the Nortel unified strategy on brand tactics and overall brand management. Based on an in-depth understanding of the CALA markets, the CMI team was able to provide specific recommendations for the standardization of the multination proposal process.
Upon implementation of the CMI developed proposal system, Nortel CALA increased their
proposal management efficiency while maintaining a consistent brand message and identity. This, Nortel executives felt, became a key ingredient for Nortel’s increased competitiveness in the Caribbean and Latin America telecommunications markets.
BAC International Bank (Panama)
International Annual Report
For several years, BAC executives were unable to create a cohesive, multi-lingual annual report that accurately detailed complex financial to readers of both
English and Spanish.
BAC had strong communicators. They also had strong financial professionals. However, there was no overlap of the two profiles. Traditional translating services could provide adequate translation of the narrative sections, but could not handle the complex financial content of the annual report.
Corporate Marketing, Known for its multicultural human resources, had staff personnel with the financial credentials and cultural background to understand traditional domestic banking models and the unique Panamanian system. CNI was able to evaluate the core material and translate the information both in terms of literal and cultural context. As a value-added service, The CMI annual report employed charts, graphs, and other visual training devices to help native readers of both languages understand the complex information as it related to the other.
CMI is the vendor of choice for this project. In the words of the BAC representative responsible for this report, “It’s possible that Corporate Marketing has single-handedly raised the bar in the world of international annual report.”
“RSOI” Retail Site Operations Training
Introduce and encourage dealer participation in the “Retail Site Operations Training” (RSOI) program. Target would include more than 1,000 retail franchisees in the Caribbean, Central, and South America. RSOI was created to educate retailers on management techniques that would help retailers increase their profitability and competitiveness.
To successfully persuade retailer participation required more than marketing and communication management abilities-it demanded an in-depth understanding of the historical, cultural, social, political, and economic situations within each market. Project bids came in with one-year time tables and seven figure quotes.
With a multi-cultural staff and worldwide implementation experience, CMI was able to create risk assessment analyses to the Company personnel within each market. This proactive step helped them determine the level of public relations activities necessary for their individual market areas.
Once the public relation activities were set in motion, CMI developed the entire program of communication materials needed for the project’s successful implementation including:
• Press Releases & Press kits
• Program Agendas
• Video Development & Production
• Invitations to Roll-Out Events
• Project Fact Sheets
• Speech Writing
• Letters & FAQs
• Brochure Design & Production
Successful RSOI implementation and market acceptance. Project was completed six months ahead of competitor’s estimates (and for far less of an investment).
“Service Champions” Performance and Productivity Incentive Program
Develop an employee/operator incentive program to increase sales and customer service standards at ECI service stations in Central and South America.
All materials must be adapted for
utilization in 22 distinct markets, in three separate languages (English, Spanish, and French), and respective of numerous cultural contexts. Program must be easy-to-implement, but at the same time, generate local excitement.
CMI developed the entire program structure to facilitate turn-key implementation.
• Yearly Program Themes
• Implementation Guides
• In-Store Promotional Materials
• Award and Incentive Development
• Travel Itinerary Management for Winners
• Sales Tracking Tools (computer based)
In addition to managing the material development process, CMI works closely with ECI affiliates to ensure that local markets properly implement, operate, and review the results of the program throughout the program areas.
CMI was awarded the Service Champions program for five consecutive years.
Performance & Productivity Improvement Program
Vincam Human Resources Objectives:
New business growth was flat. Vincam principals wanted to create some type of self-managed incentive program that would increase sales and recognize employee performance and productivity.
Vincam principals had never used an incentive program
before. And more significantly, because of their industry’s sales cycle,
the new program would have initiated in an extremely short time – less
than one month.
Corporate Marketing’s first step was to evaluate the Vincam organizational model, sales process, sales goals, and corporate philosophy. This was completed in less than one week. CMI then developed the program’s overall budget, specific goals, creative theme, merchandise & travel rewards, printed materials for program implementation & maintenance, and the award fulfillment itself. The program launched in less than one month. CMI also provided Vincam with the tools necessary to evaluate the success of the program.
Same period sales comparisons revealed that the CMI–developed / Vincam-managed incentive
program helped increase sales volume by more than 75%. The total cost of the incentive program was well within guidelines, accounting for less than 20% of the profits that came from the sales growth. While the themes change on annual basis, the core program is still in operation to this day.