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                                                              Founded in 1986, Incorporated in 1989

  
     
 

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                                                                                                                               Case History
 
Objective:
Assist Chevron with the introduction of a fuel additive for the "installer market".
 
What we did:
  • Conducted qualitative research among independent auto mechanics.
  • Visited independent repair shops.
  • Contacted leading trade publications and interviewed editors.
What we discovered:
  • Mechanics have a high regard for their level of expertise.
  • Customers rely on mechanic for advice; the mechanic is "KING".
  • Therefore, whatever they put in customers car must "work".
  • Mechanics were aware of & had a high regard for Chevron fuel additive technology.
  • Interest was high for a Chevron "installer only" fuel additive.
  • The product has to be "exclusive to installer channel" no retail sales
  • The price is "competitive" under $10.00 per bottle
  • It has to be easy to buy front door delivery or available at parts jobber
  • There needs to be an incentive to buy initial order along with an incentive for re-orders.
  • There needs to be product documentation and merchandising support.
Strategy:
Position the Chevron Professional as the fuel additive "for Professionals Only".
 
Tactics:
  • Name the product Chevron Professional
  • Lock in Atlas Supply as the major distributor plus Chevron jobbers
  • Create an installer sales kit with introductory promotional offer.
  • Introduce the brand in Feb, 1998 issue of Motor Age with "Professional Only" ad and adjacent advatorial & sales kit offer/ followed by Atlas Supply tie-in ad.
  • Track ad response and follow-up with lead generation program.
Result:
  • Chevron Professional ad ranked #3 in readership in Motor Age Magazine.
  • Over 1,200 requests for Chevron Professional Sales Kits generated from ad.
  • Motor Age magazine study in May,1999 shows high awareness (50%) of Chevron Professional but product is viewed as "difficult" to buy.

                                      

                                                                                                                               Case History
 
Objective:
Support the sale of ADP Shoplink Smart Estimating System to independent collision repair shops
 
What we did:
  • Interviewed ADP field sales personnel, body repair shop owners, and magazine editors.
  • Conducted competitive analysis, developed claims schematic.
What we discovered:
  • Shop owners & managers have a love / hate relationship with insurance companies.
  • But most important criteria in selecting a smart estimating system "...get the smart estimating system that the insurance companies are using".
  • ADP Audatex Database Smart Estimating System was being used by insurance companies accounting for over 70% of collision repair underwriting in the US.
Strategy:
Position ADP Shoplink as the smart estimating system used by 70% of the insurance companies.
 
Tactics:
  • Support this position with ads in the leading trade publications.
  • Help the client hire a (800) service to respond to reader inquires.
  • Track ad responses and insure leads were forwarded to ADP sales personnel.
Results:
  • After six months Shoplink ad inquires up 50% vs. prior year with same ad budget.
  • Measurable increase in the "sales inquiry" to "purchase" ratio vs. prior year.
  • Shoplink sales exceeded budget
  • Within one year ADP became #1 selling smart estimating system
 

                                               

                                                   Collision Repair Services
                                             Divisional Campaign Case History
 
Based on the success of the Shoplink, Photolink, Accupro, and Penpro marketing and 
communications programs, MPCI competed for and won the assignment to develop a company 
campaign for the major products of CRS.
 
Campaign Objectives:
  • Clearly separate ADP CRS from the 2 major competitors.
  • No longer be the quiet company, placing emphasis on the corporate name.
  • Motivate the owners, office managers and office systems managers of body repair shops with at least $100,000 in annual sales.
Campaign Strategy:
Communicate that ADP CRS has developed automated solutions that solve the business 
problems facing shop owners.
 
Actions to Date:
  • Helped develop "positioning" line for the CRS division.
  • Developed a new campaign focusing on the user and end benefits derived by the users.
Results:
  • Universal acceptance of the new positioning line and the new campaign
  • Sales continue to grow as the sales force feels the campaign is highly supportive of their efforts.
                                                   

                                      (Chevron Oil-Changer Opportunity Program)
 
                                                                                                                              Case History
Background:
MPCI helped Chevron develop a comprehensive package that explained the program to 
Lubrication Marketers and to potential end users. MPCI also helped in launching the Chevron 
"CO+OP Fast Oil-changer Program" in June, 1995.
 
Market Introduction:
Industry communication was achieved through running an announcement ad in one publication
directed at the Quick Lube market, National Oil and Lube News. Mailings were also made to
their subscriber list.
 
Communications Goal:
Get the prospects to meet with the Lubrication Marketers
 
Tactics:
The initial awareness campaign was followed by an ad highlighting Chevron advantage 
versus non-gasoline PCMO brands. The ad was headlined "13 Million Reasons To Change Your
Oil" and carried an #800 as a bid for action.
 
Results:
  • Chevron indicated that the call volume generated by the advertising showed a high level of dealer interest.
  • The Marketing Manager has been so "inundated with calls" for the more information and for implementation information that approval has been given to add a staff person at the start of 1996. This person handled only the CO+OP activities.
  • During the first full year of CO+OP activity, Chevron signed up 23 more customers/outlets (a 66% increase over 1995).
                                                 
                                                             Vending Sales
                                                                                                                              Case History
 
Objective:
Establish Famous Amos as a major player/supplier in the vending machine industry.
 
Strategy:
  • Utilize trade advertising to gain awareness and stocking of Famous Amos Chocolate Chip Cookies instead of lesser known brands.
  • Capitalize on early success, utilizing the industry's experience to further gain credibility.
  • Set the standard for "Thanks for the Business" parties.
  • Clearly be a leader before expand the brand by broadening the line.
Tactics:
  • Take a preemptory stance in trade advertising and sales promotion sheets - "Star Quality"
  • Use quotes from industry leaders to reinforce sales success - "...Word of Mouth..."
  • Hold parties in conjunction with NAMA trade show that surpass those of traditional industry best sellers - "In the Chips" and "Still In the Chips"
  • Introduce new items, using similar marketing mix - Another Opportunity ..." and "You think...Just wait."
Results:
  • Within 6 month, Famous Amos Chocolate Chip Cookies was the # 1 selling cookie
  • Within 4 months, Oatmeal Raisin is # 7 seller
  • Total vending sales went from nothing to over $15 million in 2 years.
                         
                                                                                                                             Case History
 
Objective:
Create a more receptive audience for Chevron Regional Sales Managers with retail prospects
in selling passenger car motor oil.
 
Strategy:
Use Chevron and Amoco strong consumer brand recognition as leverage in marketing their
passenger car motor oil brands to aftermarket retailer prospects.
 
Substantiation:
The combination of Chevron and Amoco brand sales of gasoline equate to the #1, #2, or #3
market (share) position in 36 states accounting for over 80% of the US population.
 
Tactics:
Visually drive home the high Chevron and Amoco combined gasoline share as a surrogate for 
oil brand consumer recognition and favorable image.
                            
 
                                                                                                                            Case History
Objective:
Assist Constellation NewEnergy in developing more effective Marketing Programs.
 
What we did:
  • Worked with the Marketing Department to better utilize the 2003 budget and to plan for a comprehensive program for 2004.
  • Focused communications into key markets and media vehicles.
  • Sharply increased the number of prospects by acquiring lists and working with telemarketers to qualify firms for calls from CNE Business Development Managers (BDM).
  • Helped to position the company and developed their signature line, "Making electricity more affordable for Texas businesses."
  • Developed and produced creative for radio, print and direct mail that motivated responses.
  • Developed and produced company and product brochures.
  • Worked with BDMs and Customer Service to build retention rates.
  • Conducted a search for a local P/R agency to assist in gaining press coverage of CNE's knowledge of the deregulated market and the company's success in Texas.
  • Conducted a search for a local ad agency to assist taking the company to much higher levels of communications.
Results:
Over a period of a year and a half, MPCI was able to gain credibility for the Marketing Group by
showing results in term of market response to communications, by significantly enlarging the
database of qualified prospects and by better supporting BDM efforts to convert prospects to 
customers.
 
Over the course of 18 months CNE's Texas Division's turnaround was dramatic:
 
  • The number of customers buying power from CNE went up 6 fold to over 2000
  • The amount of the "Peak Demand" in megawatts went up 5 fold to over 2800
  • The Division went from losing money to be a highly profitable region
  • Helped to position the company and developed their signature line, "Making electricity more affordable for Texas businesses."
  • The stage is set for business to double in the next 2 years
The above was accomplished with a modest Marketing budget of less than $1 million.
 
 
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