«Men are wise, not in proportion to their experience, but in their capacity for experience.»
George Bernard Shaw · 1856 – 1950 · Nobel laureate in literature
Based on a holistic strategy, a destination brand reknown for high quality holidays in the Alps was to be extended to further industries. Brand positioning and corporate design had to be revised accordingly. A sophisticated brand architecture governed the use of the region brand in conjunction with partner brands and allowed a controlled allocation and licensing.
A world leading language learning centres company with over 30 institutes on five contients necessitated a new brand appearance. Until then, local autonomy, inconsistent wording and a heterogeneous design had prevailed. The development of a unified, internationally applicable brand fostered synergies, enhanced a spirit of togetherness and and harmonized the appearance.
During a phase of expansive acquisitions, a machine tool manufacturer had to streamline the product lines of several different companies. That ment crossing cultural barriers across three continents and standardising the market appearance without thoughtlessly eliminating well established product brands.
A world leading supplier of packaging technology systems was pursuing two goals: Investor Relations desired optimal information and an attractive display of corporate results to increase stock exchange capitalisation. Corporate Communications on the other hand was focussing on a groundbreaking visualisation and a top standing at an Annual Report Competition. Both missions accomplished.
An elaborate concept study with scientific attendance aimed at securing the pole position in the field of environmentally, socially and culturally compliant tourism. The complexity of the matter was resolved by combining a modular approach with cross links to existing communications activities. Concrete recommendations for a course of action and the development of an indicator set to judge derived projects have enabled the transformation from theory to practise.
A successful marketing strategy for a leading tourism destination requires systematics basics. Before marketing budgets of millions of Euros are spent, an adequate navigation and controlling system is to be devloped. Source markets need to be analysed and segmented, topics defined and clustered and the suitable target groups identified. Only clear and measurable targets as well as a systematic controlling guarantee an efficient deployment of funds.
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