The name change was the result of a strategic business decision on the part of the store owners who wanted to be free from the constraints of being part of Pier 1. Although they would be operating under a new brand, the business itself, including the merchandise, the highly competitive pricing, and the entertaining shopping experience would continue just as before. In addition to establishing the new brand, effectively communicating that everything that loyal customers knew and loved about the old store would remain unchanged was critical to the success of the launch campaign.

• Create a bold new brand identity for the former Pier 1 retail store.
• Communicate the imminent name change to new and existing customers in the weeks prior to the event.
• Develop a special promotion to generate excitement around the name change.
• Support the new brand launch and grand opening in local media.
• Generate strong PR coverage.

MicroArts proposed a number of potential options for the new brand, and the client ultimately selected Abode Home Furnishings because it conveyed a sophisticated sense of style, yet was also warm, friendly and inviting. To complement the new name, MicroArts developed a progressive chocolate brown and light blue color palette, and designed a new brand logo that features bold stylized graphic symbols representative of the furniture and home accessories available at the store.

To avoid potential confusion among existing customers, MicroArts crafted a brand story for Abode Home Furnishings that briefly explained the history of the store, the business philosophy of the owners, and the reasons behind the name change. During the few weeks prior to the grand opening, this message was communicated to everyone who entered the store using signage and bag stuffers, in order to prepare them and to also create an air of excitement and anticipation surrounding the re-branding event.

A key strategy of the launch campaign was to create a promotional event that could generate free publicity in the local media. Leveraging the popularity of the hit TV show Extreme Makeover, MicroArts created the $10,000 A Better Abode Makeover Contest in which one lucky winner would have their living room totally transformed using merchandise from Abode and other contest sponsors. To maximize the value of the media buy, MicroArts negotiated partnerships with Accent Magazine and WOKQ radio, which resulted in before and after feature articles in the magazine and heavier radio advertising, including a live remote broadcast, during the launch.

The Makeover Contest was also promoted through direct mail postcards sent to homes in the greater seacoast area. In addition to serving as a coupon good for 20% off, the post card provided details on how to enter the contest, which required contestants to submit at least one photo of their living area and a 500-word description explaining why they deserved to win. Humor and creativity was encouraged. Entries had to be dropped off at the Abode Store, helping drive increased traffic during the Grand Opening celebration. Strong consumer response resulted in nearly 200 hundred entries into the contest, and a significantly higher rate of return than the store had experienced using previous sale postcards.

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.

To say that this project was a departure from the norm for MicroArts would be a huge understatement. However, that was what also helped make it such an interesting challenge. Here was an opportunity to not only create an entirely new brand from scratch, but also to test our skills in developing fun and unusual marketing strategies to launch this product because there simply wasn't the budget to fund a traditional consumer campaign.

• Establish a strong brand for a "sensational" new product in a new product category.
• Gain press coverage to reach a wide audience economically.
• Build an online community of users by enabling them to share experiences.
• Establish retail and e-commerce distribution channels.

MicroArts knew that building a virtual community of users would be critical to the success of this product. Of course, as the first iPod-powered sexual vibrator, we could count on the risqué nature of the product to help create high talk value. A core group of female contacts in cities across the country were inducted as charter members in the beta-tester team, and their first task was to provide input to help name the product. Based on their responses to an online Zoomerang survey that presented numerous options, the overwhelming majority voted for the playful, tongue-in-cheek name OhMiPod. However, due to concerns about the response from Apple®, the name was modified slightly to become OhMiBod™.

As "the ultimate iPod® acsexsory™," the design and everything else about the OhMiBod product mimicked the clean, sophisticated lines and white color of the iPod music player. Picking up on these design cues, MicroArts created a similarly clean brand for OhMiBod. The logotype uses the same iPod-esque type treatment with a single pink accent on the dot of the "i" and, together, this hot pink, dark gray and white complete the minimalist OhMiBod brand color palette.

With the brand in place, MicroArts set about creating a "buzz" (pardon the pun) in the market. Knowing that leveraging PR would be the most effective and economical way, MicroArts developed a "clutter buster" mailer to deliver an OhMiBod product sample to editors of diverse publications ranging from the Wall Street Journal to Redbook and PC World to Hustler. 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. More than simply showcasing OhMiBod and facilitating online sales, MicroArts wanted the site to be the focal point for the growing community of OhMiBod users. 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. In addition, 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.

Currently, MicroArts is bringing OhMiBod directly to consumers in key cities, and capturing the reaction of women on the street, with the help of an independent video producer. The resulting videos will be a key component in the ongoing campaign to promote OhMiBod virally.

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.