Build Brand Power & Positioning – Customer Challenges
Customers never tell you what they need, so how do you know what to do that they will really value?
Managers, designers and engineers are going to have to get their hands dirty understanding what happens on the front lines where work gets done and where customers experience the firm’s products and services. While this sounds like an ideal goal, building useful “customer learning experiences” is a much greater challenge to the innovation process than most understand.
Case studies on Building Brand Power & Positioning
Whitepapers on Building Brand Power & Positioning
Whitepapers – Dare to Compare
Have you ever wondered how your business stacks up to the competition? In our previous newsletters we have talked about Relative Value – your value versus the competitor’s value.
Whitepapers – Relative Value
To help our clients be more precise when they talk about their value versus competitive offerings, we developed QDI’s Value Creation Formula.
Whitepapers – Recipe For Marketing Breakthroughs
The market share is arrived at by calculating the percentage of the market opportunity addressed deciding to purchase a product or service.
Case Study: Water Treatment Equipment
/0 Comments/in Case Studies /by grahamoOur client was developing a strategy to grow business. QDI’s learned how the market works and identified the leverage points.
Case Study: Leveraging Brand Strategy
/0 Comments/in Case Studies /by grahamoOur client, one of five divisions of a global tool and equipment manufacturer, had recently been acquired and blended into a division that was previously a competitor. The acquisition had brought a duplicate set of brands, products, and sales organizations to the corporation. The client came to us because there was substantial confusion in the market over the integration moves that had been made to date, particularly brand strategy, and wanted our help in fixing the situation.
Case Study: Writing Instruments
/0 Comments/in Case Studies /by grahamoOur client was faced with a traditional, international branding problem: highly autonomous individual country managers, each of whom insisted his/her market was “different.”