The client was preparing to unveil its products at the upcoming PGA Merchandise Show, which is held annually in Florida in late January. When MicroArts was brought in, it was already late November, which meant there were just 60 days left to orchestrate a comprehensive product launch campaign in time for the show. However, our challenge was compounded by the fact that, in this case, before we could implement any materials for launching K-Vest and K-Lab, we would first have to develop a new name and logo to strategically reposition and re-brand the client company.

• Reposition the company to be able to address broader markets beyond golf.
• Re-brand the company to capitalize on its leadership position in the field of biokinetics.
• Successfully launch the new brand and the company's golfing products to global buyers at the largest annual trade show for golf.
• Build interest and drive traffic to the booth at show, and continue the momentum and convert leads after the show.

Biokinetics is the study of how the human body transfers motion into energy. The more efficient the motion, the more powerful the result. Although Michael Bentley had focused on golf, his technology could be applied to any sport, as well as other fields including physical therapy. Recognizing the opportunity to build a leading brand in a much broader marketplace, MicroArts recommended that the company change its name from Bentley Golf to Bentley Kinetics and claim ownership of the term "kinetics."

MicroArts developed a dynamic logo that features a ring created by three overlapping arcs comprised of dots of greater size to convey the concept of increasing power and motion. These arcs served as the graphic signature for the new brand, being used in numerous configurations on the trade show booth, on packaging, and in all marketing materials.

To support the product launch, MicroArts sent a series of postcards and HTML emails to a selected list of past show attendees, inviting them to reserve a tee-time to demo the new teaching system. In addition to driving traffic to the web site, this strategy delivered a steady stream of highly qualified prospects throughout the show.

Bentley Kinetics' impressive 30' x 30' booth incorporated a stage to conduct live product demos, a private conference room, and a large video screen to present a continuously running animated commercial. Visitors were invited to enter a contest to measure the kinetic efficiency of their golf swing, which gave entrants a reason to return to the booth to check the standings.

This show was a pivotal event for the client company because future funding was dependent on generating orders. However, the product itself was not quite ready for release. To overcome this obstacle, MicroArts produced multiple mock-ups of the retail packaging for both the K-Vest and the complete K-Lab teaching system, which also included a laptop computer and video camera, to create the impression that the products were ready and available for shipping. Ultimately, even though the product was still in development, Bentley Kinetics generated sufficient interest to secure their next round of financing.

Bricsnet wanted to establish a higher position in their market. The company's existing applications helped architects, builders and crews with design and construction support and materials selection. With the introduction of Building|Center, Bricsnet combined its disparate product line into one integrated solution providing high value to the key decision maker, the building owner.

Ultimately, Bricsnet owned the ideal product set to become a recognized authority in the commercial real estate industry, now all they needed was the ideal brand.

• Reduce the sales cycle and gain entry to building owners.
• Develop a new brand identity, including logo, images and messages positioning Bricsnet as an industry authority.
• Relaunch the company with a comprehensive, digitally integrated sales and marketing program.
• Measure marketing results and build a database of potential customers and their interest profiles.
• Streamline the company's online information service to provide easier access to key materials and applications.
• Design a unified user interface with a consistent look, feel and functionality for a portfolio of software applications that shared little in common.

"When E.F. Hutton speaks, people listen." That line, from the famous ad campaign, summed up the position Bricsnet wanted to establish in the commercial real estate market. To succeed, Bricsnet knew a critical step was to reinvent their existing brand. After a careful evaluation of firms, Bricsnet selected MicroArts for their global technology branding expertise and highly qualified, friendly people.

By integrating their applications, Bricsnet's new Building|Center product provided building owners with a central repository of up-to-the-minute data on a building's every function, enabling more efficient and cost effective deployment and operation of property. To realize this strategy, the MicroArts team proposed a line of thinking to dramatize their value proposition: "The difference between a building and an intellectual property." The premise was, much like a patent, the knowledge gained from Building|Center provides a valuable competitive advantage.

The brand strategy involved positioning the company as a long-established authority, and MicroArts crafted a new identity using a style that evokes the feeling of classic architecture. The brand definition provided for all communications materials, both printed and digital, to have a monochromatic, black and white look, a hand-etched illustration style, and classical design and type treatments. Bricsnet has a very good, although relatively complex, story to tell. For trade advertising, MicroArts developed long-copy ads that were fictional accounts of "criminal" activity in the building industry. The sensational story lines were designed to intrigue and keep reader's interest until the end when it was revealed that all the advantages the "villain" gained were actually the result of using Bricsnet Building|Center, not corrupt business practices.

The ads invited readers to visit a Bricsnet response site featuring an intellectual property audit, which was an online tool presenting potential cost-saving opportunities for the building owner, while qualifying interest and initiating a relationship with Bricsnet.

Inspired by the clean layout and clear hierarchy of information found in such established publications as the Wall Street Journal, the design of the Bricsnet Web site not only makes it simple to use, but builds credibility. As the centerpiece of Bricsnet's communications strategy, the Web site is focused on addressing the needs and concerns of building owners, with additional content areas dedicated to architects, builders and manufacturers. The site also features an animated Flash demo showing how Bricsnet's solution provides owners with information ranging from worldwide strategic initiatives all the way down to the light bulbs installed in a particular meeting room. Utilizing MicroArts' proprietary ResponseEngine™ technology, this site has become the measured response center for all marketing communications efforts, encouraging information sharing and adding interactive elements to qualify new sales opportunities.

DSI's leading title was a computer-aided design product called CADPro that was being sold through multiple channels, including online, over the phone and in various smaller retail stores. To capitalize on the release of the latest version of the product, DSI had set their sights on selling CADPro 4 into Wal-Mart stores to open up distribution in mass merchandise outlets. MicroArts' first task was to develop a new software package that would reposition CADPro to appeal to the buyers at Wal-Mart in order to help get the product accepted for sale and give it the greatest chance for success in this highly competitive and price-conscious retail arena.

• Develop a new package to support the successful sell-in of CADPro 4 into Wal-Mart stores.
• Reposition the product to maximize its appeal among patriotic, price-conscious Wal-Mart shoppers.
• Leverage the success of the CADPro project to generate repeat business from DSI.

Meeting the low price point dictated by Wal-Mart would require DSI to sell CADPro 4 for less than its normal retail price. Although DSI was willing to make this trade-off in order to break into Wal-Mart, the company was concerned about cannibalizing sales of its established product that would continue to be sold through existing channels. As a solution, MicroArts developed a new "value-oriented" package that would distinguish the Wal-Mart version from the current CADPro product available elsewhere.

The physical structure of the new package was made smaller to match the format used for other software titles sold at Wal-Mart. MicroArts also implemented a red-white-and-blue color scheme, which was a dramatic departure from CADPro's established brown and white packaging, and was designed to appeal to the patriotic "all-American" attitudes of Wal-Mart shoppers. Multiple why-to-buy statements emphasized how easy CADPro is to use, in order to help overcome consumer fears associated with other, more sophisticated CAD programs. In addition, a five-star graphic element was added to promote CADPro's leadership position as the value leader.

DSI presented MicroArts' packaging comps to the buyers at Wal-Mart who gave their whole-hearted approval, and the new CADPro package has consistently posted strong sales in the months since. After the success of this project, the folks at DSI have been true to their word and awarded MicroArts a number of other projects. The first was to develop the packaging for DrawPro™, a powerful new graphic design and illustration program. Next came Instant Designer™, a new 2D drafting and design program. This product features an innovative package that is formatted to look like the soft-cover books of house plans that are typically sold on newsstands and in home improvement stores. In addition to providing multiple pages of sample plans that were created using the software, the package also delivers the software program on disks inside a special envelope incorporated into the back cover.

As a result of our highly successful client partnership with DSI, MicroArts has developed five packages to date, and created individual web sites to support online sales for both the Draw Pro and Instant Designer products.

Cockadoodle DOO had established a strong market presence in lawn and garden centers, where avid gardeners readily pay premium prices for high quality products.

However, if Cockadoodle DOO was to succeed in the price-sensitive mass-market environment of big-box retail stores, consumers would have to be given compelling reasons to pay almost triple the price for organic lawn fertilizer compared to the leading brands of chemical fertilizers.

• Overcome the perception that organic lawn care products are less effective than chemicals.
• Increase consumer awareness of the safety benefits of organic fertilizer versus chemicals.
• Promote Cockadoodle DOO as the best alternative to chemicals.
• Strengthen Cockadoodle DOO's packaging and retail presence.

Through research, MicroArts identified three compelling concepts that would motivate consumers to pay a premium and choose Cockadoodle DOO organic fertilizer over leading chemical brands. The first was family safety, which was communicated with the line "Totally safe for kids and pets," and was intended to raise doubts that chemicals weren't. The second statement was "Good because it's organic. Great because it works," to help overcome the misconception that organic fertilizers weren't as effective as chemicals. And the third was the concept of social responsibility and making a positive difference, which was communicated in a playful manner through the new slogan "DOO. The right thing."

Once the messaging had been developed, MicroArts set about creating a demand generation campaign to build awareness and drive consumers into the Lowe's stores. Aggressive media relations, supported by local radio advertising and targeted direct mail, sent consumers into Lowe's specifically looking for Cockadoodle DOO. Once inside, they were greeted by the comprehensive array of point of sale materials MicroArts had developed, including a pallet wrap, header cards, tear sheets and shelf talkers, to reinforce the key messages and communicate the benefits of Cockadoodle DOO in both English and Spanish in accordance with Lowe's bilingual marketing requirements.

MicroArts also redesigned the packaging for Cockadoodle DOO's complete line of products to reflect the new messaging and incorporate bilingual translation throughout. To clearly differentiate between individual products within the line, MicroArts created a color-coded packaging system that quickly identified each product's function while still promoting the strong yellow identity of the overarching Cockadoodle DOO brand. Although it was a critical new marketing initiative, supporting the test in Lowe's could not be at the expense of ongoing activities in established markets. In addition to the Lowe's-specific materials, MicroArts also created advertising and point of sale materials for independent garden centers, and a new trade show booth for use in regional garden shows, as well as developing an entirely new web site with links to local retailers and sophisticated e-commerce capabilities to serve customers outside the company's core distribution area.

Today, manufacturers must design and build while adhering to strict standards. This demands careful data management across multiple sources and requires specialized IT systems to manage processes and concurrent engineering. This growing automation market includes product data management [PDM], as well as other anagram-heavy categories like: supply chain management [SCM], collaborative product development [CPD] and product lifecycle management [PLM]. The result is a confusing marketplace, with competitors offering an array of solutions addressing similar manufacturing challenges.

Eigner+Partner challenged MicroArts to help them position and differentiate themselves within this growing yet complicated market.

Our opportunity was to build a global brand for EP that was equally effective for both North America and Europe all within 45 days. In Europe, EP's reputation with market-driving engineers was strong, but in America, their message needed to target a higher-level decision making audience.

• Launch a strong European brand into the US market, establishing EP as a thought leader and global player in the PLM market
• Distinguish EP from Internet start-ups and differentiate them from major ERP and CAD engineering software providers moving into the space
• Amplify the message that EP has a time-proven solution, not unproven Web-based vaporware

Using our proven brand-development methodology, MicroArts first conducted a full-scale assessment of the EP brand, including a thorough competitive analysis, interviews and workshops with EP customers, employees, sales personnel and top executives. With this data, we were able to develop a customer focused brand-positioning and to-market strategy.

Working with EP's team, we created a strategic messaging platform for their business, essentially defining what the brand and business was about. This included a mission and positioning statement, core promise, product benefits and primary sales presentation.

Previously known as EIGNER+PARTNER and called "EP" in Europe, the company recognized neither name would work well in North America and sought to develop a new, global identity. Our team, however, realized the best approach was to preserve the existing brand's heritage and hard-earned reputation by simply shortening the name to "Eigner". This capitalized on both the distinct German heritage—much like BMW or SAP—and reputation of founder and author Mr. Martin Eigner, considered the "father of PDM" in Europe.

We positioned Eigner as the owner of a meticulous and desirable type of PLM: Precision Product Lifecycle Management, stressing an exactness and functionality customers could only get from Eigner.

After we completed the research, brand development, strategic messaging and identity system, Eigner was poised to affirm its leadership position and a new global presence. With well-executed branding, Eigner should become synonymous with German precision PLM, much in the same way Bausch & Lomb is synonymous with quality lenses, Siemens stands for electrical engineering and Heinz means ketchup.

The first critical step in presenting the new brand was an impactful PowerPoint sales presentation designed to address high-level executives in North America. We provided the rationale, slides, notes and dialog to create positive buzz for Eigner— and ultimately land new customers.

Our work for Eigner represents an ideal blend of skills, from strategic advice to marketing insight to creative execution. In the end, we gave the CEO of Eigner the means to redefine the company globally through a compelling brand that has excited the company.

The next step is for Eigner and MicroArts to continue to work together to create a digitally integrated marketing campaign that drives new business.

The total audience of US power traders is comprised of a group of approximately 2,000 "type-A" males, aged 25 to 35. Our job was to persuade this audience to negotiate the buying and selling of power online, rather than over the telephone via third-party brokers. The objective of the launch campaign was to build awareness for HoustonStreet among traders and encourage them to register on HoustonStreet, in order to be ready to trade the day the platform went live.

After the success of the initial launch in the electricity market, MicroArts implemented similar campaigns to support the launch of trading platforms for crude oil and refined products in the US, and for electricity trading in Europe.

• Create and introduce an entirely new brand into the energy industry.
• Establish HoustonStreet as the premier entity for online trading of wholesale energy products.
• Integrate offline and online communications and create a consistent brand experience across all communications media.
• Encourage traders and trading houses to complete a relatively complex registration process online, using the MicroArts-developed registration interface.

To generate excitement, MicroArts positioned HoustonStreet as "The most powerful online trading vehicle," and used a 427 Cobra as a visual metaphor for the brand. The campaign kicked off with a series of three teaser posters, supported by viral "movie" clips distributed via email. While we wanted to announce the coming of HoustonStreet, we couldn't tell the whole story for fear of stealing all the thunder from the simultaneous PR campaign. Teaser communications urged traders to visit the teaser Web site and sign up to be one of the first to take an online ‘test drive'. Nearer to the actual go-live date, a series of dimensional mailings containing a 1/18-scale model Cobra, a wrench, and a set of car keys were delivered. Each mailing contained a personalized vehicle identification number (VIN) that would register the recipient to win a $35,000 Cobra replicar. Sending three mailings, with three different numbers, drove repeat traffic to the now live marketing Web site. Requiring traders to visit specific content areas in order to register their VINs helped further their knowledge of the platform's capabilities.

The launch campaign culminated in the giveaway of a real Cobra at PowerMart '99, the key industry trade show. By now, more than half of the audience was signed up to trade online. At PowerMart, the trade show booth strategy was to reward HoustonStreet traders by making them feel part of an exclusive community.

Consequently, the trade show booth incorporated a private "members only" club, recognizing registered traders and encouraging fence sitters to join.

After the platform for trading wholesale electricity, HoustonStreet went on to launch similar platforms for the trading of crude oil and refined products, as well as one for trading electricity in Europe. MicroArts tailored the original campaign to address these audiences, using an AM General Hummer as the most powerful trading vehicle for the oil market and a Dodge Viper for the European market.

These launches incorporated audience-specific Web support that included an interactive, programmed learning game in which traders could "strike oil" on HoustonStreet to win a trip to Hummer's off-road performance driving school. The European launch also featured an international, five-a-side soccer tournament between teams of traders from various countries including England, Germany and Holland, held during EMART, a huge European energy trade show.

The objective was to create an internet business leveraging SCC's software heritage, while creating new business opportunities, building their traditional software business, and taking advantage of the internet and financial environments to firmly establish a public company.

The critical first step was inventing the new brand, including the identity, positioning, value propositions, to-market strategy and integrated communications plan.

Launching the Internet business required building key business relationships around a community of buyers and sellers, and this presented a classic Catch-22 situation: Without registered buyers, sellers weren't interested, and without registered sellers, buyers weren't interested.

• Take the company public within the year
• Establish a new brand as the key provider of healthcare contract management technology
• Build 70 seller relationships consisting of manufacturers of healthcare medical and surgical supplies
• Build 1000 buyer relationships consisting of those directly involved with the purchasing decisions for hospitals and Independent Care Providers

Starting with research gathered from client workshops, focus groups, and personal interviews, MicroArts strategic advisory team documented the opportunity within the market landscape, and made recommendations for a position and approach that would accomplish SCC's business objectives.

While SCC was focusing the new business opportunity on healthcare, MicroArts recommended developing a broader brand strategy, enabling the company to seize other business opportunities.

MicroArts' proposition was to establish a business category using the concept of "individualized contracting" and name the new business I-many, with the promise of providing "individuals" with information and purchasing power currently only available to groups of "many" via established GPOs (Group Purchasing Organizations).

A comprehensive brand book with corporate guidelines was produced to ensure successful internal and external migration from SCC to I-many.

The next step was to bring the new brand to market, and two segmented tracks were defined, one to accommodate sellers (primarily manufacturers) and a second to accommodate buyers (healthcare providers).

For sellers, the message focused on leveraging e-business tools to reduce customer acquisition costs and improve service. MicroArts identified CEOs and GMs of large manufacturers of healthcare supplies as primary decision makers, and created a detailed plan to help the sales force reach these people and initiate relationships. A high-impact campaign, that included innovative use of a cellular phone mailer, grabbed the undivided attention of over 40 c-level decision makers.

This coincided with a print campaign directly targeting their VPs and Brand Managers, driving over 100 companies through an online process to register and build a business relationship with I-many.

For buyers, the message focused on a personal motivation, as we had identified a segment of under-satisfied individual buyers at hospitals who believed they could save money and do a better job establishing their own negotiated contracts with sellers. Now, instead of being locked into just what the GPO's would provide, I-many offered them the unique benefits of individualized contracting. To encourage building this buyer community (in spite of not having sellers on board) a promotional sweepstakes campaign was created, attracting buyers with the concept "Individualized Contracting, only you can make it real" following a registration process that allowed people filling in the online forms for contact and qualifying information a chance to win an "individualized" dream vacation.

These two communications programs were digitally integrated into the new I-many.com Web site. Campaign response sites worked to identify visitor's interests as a buyer or a seller, and created a customized experience for each. To drive the message forward, MicroArts created and coordinated complete integrated communications programs including print ads, tradeshow events and both online and offline direct marketing.

Hurley was regularly losing business because customers were not aware of all services his three copy shops offered. Although customers might have a copying job done at one store, they didn't necessarily know that they could also get their trade show booths or large outdoor signage done through the same store, even though the work would be done by another branch with that particular specialty. After hearing that yet another customer had outsourced a job he could have handled, Hurley contacted MicroArts for a solution.

• Unite Hurley's three copy shops under a single brand.
• Convey to area businesses that Hurley's copy shops could meet all their professional graphic reproduction needs
• Highlight the superior experience businesses would have when working with Hurley's copy shops
  • convenience of one stop shopping
  • personal service
  • quick turn around
  • excellent quality
• Encourage area businesses to support a local business rather than giving it to out of state graphic service companies

MicroArts' recommendation was to develop a new corporate brand to unite the three shops and identify them as being part of a larger chain. Re-branding all locations under one strong and consistent identity would elevate the company's visual presence and promote its position as a true leader in the market. It would also allow the full array of professional graphic reproduction services to be presented to existing and potential customers no matter which of the stores they happened to visit.

MicroArts proposed Infinite Imaging as the new brand name, because it conveyed the virtually unlimited range of graphics services available, and created a new logo that incorporates the infinity sign. MicroArts also came up with the concept of the Infinite Solutions Network to convey the idea that each store was part of a larger network and offered a broader scope of capabilities than other copy shops.

MicroArts created interior and exterior signage for the three branches as well as vehicle wraps for the vans that would shuttle client work to and from the branch locations and clients. The signage clearly conveys the range of graphic services Infinite Imaging offers via a visually arresting combination of images and text, and gives each of the stores a crisp new look that supports the new brand image.

The Infinite Imaging web site was designed to be very user friendly. In addition to communicating all the services that Infinite Imaging provides, the site also highlights the employees. After all, the higher skill level and experience of the personnel results in better service and a more satisfying experience for customers.

Once Infinite Imaging's branding was complete, it was essential to let area businesses know the positive impact its existence would have on them. MicroArts developed a name change announcement as well as a personal letter from Hurley to communicate the benefits of one-stop shopping. MicroArts also spearheaded a public relations campaign that resulted in full feature stories in the area's top publications. Now, visitors at any of the branches are immediately aware of the full scope of services offered by Infinite Imaging.

THE CHALLENGE

OhMiBod was entering a new market niche as defined by the MicroArts Branding Team. As with most launches, the desire was to make a huge impact, fast. Without the start up dollars to fund a traditional consumer campaign, we had to find unique ways to have an immediate presence while setting the product up for on-going success.

THE OBJECTIVES

• Create a strong brand that visually and verbally associates with the recognizable iPod identity in a newly designated product category
• Gain press coverage to reach a broad audience economically and incorporate into the website for additional viral marketing presence
• Build an online space that encourages a community of users to share experiences and music
• Develop retail and e-commerce distribution channels that not only showcase the branded product but also sell a range of complementary accessories

THE SOLUTION

Recognizing the viral characteristics of this product, social media marketing and internet marketing initiatives were successfully exploited to create an online community culture for OhMiBod.

Branding
A core group of female contacts across the country were inducted as charter members in the beta-tester team. Their first task was to provide input to help name the product. The overwhelming majority voted for the playful, tongue-in-cheek name OhMiPod. Due to concerns about the response from Apple®, the name was modified slightly to become OhMiBod™. The tagline "Feel the music" further defines and differentiates the product's value to the customer.

Everything about the OhMiBod product mimicked the clean, sophisticated lines and white color of the iPod music player. The logotype uses the same iPod-esque type treatment with a single pink accent on the dot of the "i". Together, this hot pink, dark gray and white complete the minimalist OhMiBod brand color palette.

Marketing Communication
The effective and economical use of the press was instrumental in gaining immediate presence. MicroArts developed a "clutter buster" mailer to deliver an OhMiBod product sample to editors of diverse publications. Be it in print, or by word of mouth, anyone who had a true interest in OhMiBod would ultimately find their way to the OhMiBod web site. On-going releases and media mentions are showcased online in the press room, including Women's Day, Penthouse, The Oprah Magazine and Daily Candy. To date OhMiBod has gotten over 10 million impressions within relevant consumer trades and publications.

Internet Marketing
Incorporating traditional marketing communications into a powerful website was a key element of the campaign. Once a successful landing page was created, an email marketing campaign was planned for deployment. A matrix of 32 messages and offers was tested within several databases of prospects. Testing resulted in highly successful conversion to sales.

In Club Vibe™, visitors can download playlists developed especially for OhMiBod by professional DJs, or the most effective and enjoyable songs recommended by other users. The web site also features the OhMiBlog, which provides the forum for users around the world to share tips, stories and best experiences using the product. The Affiliate Program encourages retail sales.

Women's reactions to the music vibrator were captured on the streets of Boston and are presented as a viral video. Additional videos display women "Feeling the music" and have received over 100,000 views on YouTube and other user submitted video sites

THE CHALLENGE

This was the initial launch of the product, and TimeTrade wanted to be confident their TimeDriver service would be released with a predictable ROI. Prior to the launch, the company needed to develop an identity for their product.

The self-service appointment scheduler appealed to various vertical markets for a variety of reasons. TimeDriver was launching a new product category within the connected Internet marketplace to every one of these verticals. While the overall value proposition was applicable to all, further segmentation was necessary to reach each vertical with a customized and relevant message.

THE OBJECTIVES

• Develop an online presence with a name that when spoken was easy to remember, had an available URL and defined the benefits of the company with a simple logo that was easily viewable online.
• Create a website that predicts the performance of the landing page through test messaging and media.
• Define a user process that engaged traffic to the website to take the important next step of asking for more information in the form of a demo, thus allowing a TimeDriver representative the opportunity to close the sale with a qualified lead.

THE SOLUTION

MicroArts implemented a campaign that was a blend of some key marketing communication initiatives that were adapted for online use and leveraged on a proven website.

Branding
Given the strong Internet marketing focus of TimeDriver, the name, logo, brand identity and positioning had to accomplish three things. When stated with its tagline and seen visually, it explains what the business is, what the key difference is and why the customer should care. The corporate entity identity, TimeTrade, had to relate to the product.

Marketing Communication
Press releases about TimeDriver entering the market within this newly defined brand category of automated self-scheduling were highly optimized online. Key words were consistent with content throughout the site, ensuring top placement in search engine results.

Case studies and user testimonials were essential in providing credibility to the product. By delivering these as online videos, the message was delivered in an easily viewable format that allowed the user to hear the value proposition first hand.

Internet Marketing
After launch, MicroArts worked with TimeDriver to build an email marketing campaign and landing pages to drive users to use the product. To deliver a user adopted system that would provide a predictable ROI, testing was necessary. The goal of the landing page was to drive qualified leads to request a free 90-day trial. Testing resulted in the creation of 30-second "Test Drives" that quickly showcased the value of the product.

Once a successful landing page was created, an email marketing campaign was deployed. A matrix of 32 messages and offers was tested within several databases of prospects. Testing resulted in highly successful conversion to sales.

THE CHALLENGE

As the housing crisis emerged in the Fall 2007, Woodhouse® began to experience a decline in leads via traditional and costly outbound sales efforts. With very limited online presence, they were not funneling in prospective buyers via the web. The Woodhouse® name and brand already had credibility and success in the marketplace, however they were not positioned online to drive exponential leads. With the changing economy, Woodhouse® wanted to make it easy for potential customers, both first-time home builders and seasoned development and construction businesses, to understand the value of their timber frame process and to experience their successful product. By generating this level of interest, Woodhouse® would receive self-qualified leads, allowing sales initiatives to focus on closing.

THE OBJECTIVES

• Develop a website to showcase each of Woodhouse®'s value propositions, including the cost-efficiency of timber frame construction, the ease and time to build and "green" options.
• Shift budgeted dollars from traditional marketing initiatives, such as print advertising and direct mail, to online advertising and focused SEO.
• Deliver an engaging online experience that provides multiple opportunities for each user type to learn more via unique tools such as the bookstore and the Timber Frame University.

THE SOLUTION

MicroArts developed an integrated campaign that was laser focused on Internet marketing initiatives, leveraging relevant marketing communication tactics.

Branding
The Woodhouse® brand was reviewed with the client and the key value propositions of the product were highlighted. Trends within the housing market along with the early shifting economy required focused messaging on product deliverables, including green building opportunities and fiscally sensible home construction within shortened timeframes. Key online search terms were identified to ensure the product positioning and identity were being leveraged on the website. Targeted geographic markets were acknowledged and efforts were driven toward these locations.

Marketing Communication
Various initiatives that had not been leveraged in the past were integrated into the website. The Bookstore provides users with access to relevant reading materials. Timber Frame University allows the president of the company to educate the consumer about the history, costs and how-to's related to timber frame construction. Multiple Call-To-Action strategies and opportunities to learn more are strategically embedded across the site.

Internet Marketing
Focused on driving new home buyers and B2B builder-dealers, MicroArts developed a comprehensive Internet marketing strategy. The Woodhouse® website and landing pages features an interactive and educational experience geared towards each visitor type. Formulaic testing and ongoing analytical analysis of the new website resulted in recommendation and execution of cost-effective and predictable ROI strategies to drive new business. Primary deliverables include SEO, Link Building Strategy and Geogrpahically Targeted Search Advertising.

• Deliverable 1: Search Engine Optimized Website
• Deliverable 2: Comprehensive Link Building Strategy
• Deliverable 3: Geographically Targeted Search Advertising

Whether it's for a vacation ski house, a mountain retreat, or an idyllic retirement home, buying one of these luxury home sites represents the fulfillment of a lifelong dream. However, when MicroArts began, Mount Will was just another tract of rugged wooded mountain land that, although visible from the access road, was totally inaccessible because it was cut off by a river in between. If we were to succeed in getting early buyers, the fundamental challenge for MicroArts would be to make the intangible tangible, such that prospects could visualize living atop Mount Will as being the ultimate realization of their dream.

• Build a strong brand presence so that the activity at the Mount Will development would create a buzz among the local community and vacationers.
• Enable prospects to "experience" the rewards of living in a home atop Mount Will.
• Generate a sizeable group of potential buyers prior to the lots officially being available for sale.
• Convert those prospects into buyers as soon as all necessary approvals were in place.
• Sustain ongoing interest and sales year-to-year throughout this multi-phased development project.

MicroArts named the development project "The Peaks at Mount Will" to convey an image of prestige and exclusivity, and created a bold graphic logo that would serve equally well for use on signage at the entrance to the development, premium items and apparel, as well as on ads, literature and sales materials.

The first step in the brand launch campaign was to generate a targeted list of potential prospects. This carefully screened audience was invited to preview and reserve the home site of their choice prior to them being officially available for sale. However, in order to participate, these prospects would all have to visit The Peaks on the same weekend, and place a $5,000 deposit. This strategy created a "buyers' frenzy," resulting in 28 out of the 150 people who visited placing deposits.

The cornerstone of the marketing effort was the web site MicroArts developed to support the brand launch of The Peaks. An interactive map allows viewers to scroll over each home site to view acreage, price, and launch a pdf platt map. Other features of web site include streaming video showing the spectacular 180º views, a section on life at The Peaks, which showcases area attractions, highlights views of the local scenery and gives a taste of the mountain living lifestyle, and pages with points of interest about the local neighborhood.

To keep The Peaks on people's minds, MicroArts ran ads in the local newspaper and in Sunday River skiing publications, and developed a series of special promotions with giveaways like T-shirts, ski hats, and posters to generate new leads and promote The Peaks brand in the broader community. MicroArts also produced a new version of a popular tune with original lyrics promoting Sunday River, and "released" it on CD by giving it to prospects to help them imagine living at The Peaks.

With an ongoing communication program to update an ever broadening group of prospects and the local community on the latest news from The Peaks, plus continuous attention to search word optimization strategies, MicroArts has succeeded in keeping this exciting development project at the center of attention among visitors to Sunday River, the regional community, and beyond.

Wilcock originally envisioned his product as being an entertaining and informative sales training seminar that corporations would incorporate into their annual sales conventions. The problem was that this would entail a grueling travel schedule and a tremendous amount of outreach and organization for each event.

• To package Wilcock's proven methodology for selling successfully on the golf course in an informative, easy-to-follow and engaging manner
• To bring the Go Fore The Green product to market
• To clearly convey the benefits of owning Go Fore The Green to target audiences

MicroArts recommended that, instead of a seminar, Tod should present his proven methodology for selling successfully on the golf course in a powerful, live-action DVD called Go Fore The Green. This strategy would save Tod having to travel and enable him to serve a much larger customer base and open up retail and e-commerce sales channels internationally as well as domestically.

After meeting with several West-Coast production companies and scouting different golf courses, MicroArts selected Markowitz Productions, an award-winning film and video studio, to shoot the video and Lost Canyons in Simi Valley, California as the best location to record it.

Capitalizing on the popularity of reality TV shows, MicroArts wanted to capture the true-life drama and results of seeing real sales professionals implement the Go Fore The Green methodology during a typical round of business golf. Two seasoned sales people and a real-life business prospect were secured to participate—none of whom had any prior acting experience. MicroArts also selected renowned motivational speaker, Gene McNaughton, to serve as the host, narrator and coach.

During the filming of the video, each team played a round of 18-holes and focused on implementing the step-by-step sales methodology to win the prospect's business. After two full days of shooting, MicroArts directed the editing of more than 200 hours of raw footage into a 90-minute DVD.

Upon completion of the Go Fore The Green live action DVD, MicroArts created a high-impact retail package for the DVD, as well as the accompanying Methodology Handbook and The Complete Guide to Golf Etiquette booklets that make it a complete sales educational training tool. MicroArts also developed an e-commerce web site that features excerpts of the video to showcase the DVD to retailers and consumers.

As soon as the product was market ready, MicroArts began implementing a strategic public relations outreach program. The program resulted in placements in media outlets including Selling Power and Senior Market Advisor.

Thanks to Tod Wilcock's willingness to repackage his idea as a DVD, his proven methodology for selling successfully on the golf course is now available to salespeople around the world.