LE DRUMMOND HIGH-END CONDO REPOSITIONNING
ObjectiveIncrease the number of condo project buyers during a period when condo offers vastly exceeded demand.
BACKGROUNDSamcon was not immediately recognized as a high-rise condo builder, and so, had to demonstrate high-end value to potential clients.
STRATEGIESIdentify client segments with the highest potential.
Reposition the project against its competitors.
Revisit the website and all other communications elements to align them with the new positioning.
RESULTGood sales results accelerated the launch of the Drummond's Phase 2 construction.
POSITIONING AND MARKET SEGMENT TARGETING
OBJECTIVETo increase the number of Quebec visitors, with no increase in budget.
BACKGROUNDFollowing a deep analysis of visitor data, we realized that past strategies were targeting all client segments, in all of Quebec's regions, during every season, to sell every type of product—hardly the most efficient or effective approach.
STRATEGIESTo identify the client segment profile that offered the best potential: families with two children, living in the greater Montreal and Quebec City areas.
To break the long-established habit of visiting New England's beaches by emphasizing New Brunswick's USP: warmer water.
To select only one medium: Superboards and only during the summer-vacation-planning period.
To add value to the vacation brochure by limiting its distribution to people who expressly asked for a copy, which also resulted in freeing up budget that was allocated to the advertising campaign.
RESULTThe number of visitors from Quebec more than doubled during the first year of the repositioning campaign and maintained the same levels during the following years.
NORTH-AMERICAN POSITIONING & BRANDING
OBJECTIVESTo accelerate the development of the brand’s gluten-free beers on Canadian markets.
To develop the brand’s penetration strategy in the US & Italy.
BACKGROUNDGiven rapid company growth, priorities were more a question of opportunities than the result of a long-term planning process. The biggest challenge was to make sound choices.
STRATEGIESChoose the branding: build on the strengths of Glutenberg and downplay the importance of BSG (Brasseur Sans Gluten).
Positioning of the Glutenberg brand: world’s best gluten-free beers (gold, silver and bronze awards at the World Beer Cup).
Create a signature in synch with the positioning: 100% Gluten Free – 100% Great Beer / 100 % Sans Gluten – 100 % Bon Goût
Determination of personas (market segments) to target by priority and by the most appropriate media.
Revisit the packaging of bottles, cans and packing cartons.
Selective media offensive in Quebec (TV & web) and the US (trade & web).
Creation of sales tools: trade-show booth, brochures, sales sheets, etc.
RESULTSIncrease of sales in Canada.
Significant demand from Quebec distributors.
Strong US market expansion.
CHALLENGING DISTRIBUTION PARADIGMS
OBJECTIVETo increase the number of financial products held by the National Bank’s clients, in another words, to increase the cross-selling potential.
BACKGROUNDThe National Bank sales and marketing organizational chart was built on the traditional structure, whose foundation was Product Managers.
The problem: product managers were talking to all client segments, regardless of their real needs, which was not only unproductive but ran counter to the objective of personalizing client services.
STRATEGIESTo organize the sales and marketing structure according to the needs of different client segments, and turn product managers into market segment managers.
To provide each market segment with the appropriate products and services.
To choose media according to its reach within each segment.
To personalize direct communications by diminishing their frequency, opting instead for more pertinent timing and proactive initiatives.
RESULTSGreater responsiveness from clients resulted in an increase in the number of products held, and higher long-term customer loyalty.
BRANDING OF AN ARTISTIC PRODUCT
OBJECTIVESTo endow the Orchestre Symphonique de Longueuil with strong branding and develop a distinguished corporate image that lived up to the symphony's sophisticated standards.
BACKGROUNDThe Orchestra and its foundation produced graphic elements based on concerts and events, but the sum of those elements did not position the organization distinctively.
STRATEGIESCreation of new branding reflecting the Orchestra's close relationship with people, both through its programs and through the way it addressed its audience during concerts.
Creation of the signature: “Plus près de vous” (Closer to you).
New graphic approach featuring the Conductor and Artistic Director with a combination of a black background and bright colours.
Implementation of the new branding at all contact points within all client segments.
RESULTSSuccessful positioning of the OSDL against its competition.
Very high level of appreciation of communications elements from all target audiences.
Enhanced solicitation of prestige sponsorships.
BRAND POSITIONING IN QUEBEC
OBJECTIVETo build awareness of Blakes' Montreal office among Quebec CEOs, CFOs, COOs, CLOs…
BACKGROUNDAlthough very well known in the rest of Canada, Blakes' Montreal office had very little awareness among potential clients. When it was known, it was perceived as a Toronto branch with no local culture.
STRATEGIESAppeal to the target market’s intelligence.
Convey the right type of messages with regard to the firm’s services.
Select the media most suitable to effectively reach market segments.
RESULTSSuccessful positioning of the Brand among the Quebec business community.
Greater sense of belonging among the firm’s lawyers and clients.
Jacques Bouchard Prize for the best use of the French language.
Grand Prize "Campaign of the Year" (strategy, media and creative approach) at the International Your Honor Awards.
BRANDING INTERNATIONAL B2B
OBJECTIVESCreate all international marketing, sales and communication elements.
Deploy the new Jefo branding on all elements.
BACKGROUNDFollowing a sharp increase of its international sales, the management at Jefo felt there was a need for an image that would be better aligned with its growth. All the branding elements were examined and totally redesigned.
STRATEGIESCreation of a complete new brand package using a colour code that clearly distinguished the content of bags, each one being dedicated to a specific animal species.
Creation of a new website in four languages for eight distinct sales territories.
Creation and production of online and trade magazine print ads in three languages.
Creation and production of brochures, folders, product datasheets, exhibition booths.
International media relations for the launch of the new branding.
RESULTSSignificant enhancement of the brand image.
Strong increase of brand awareness.
New client recruitment contribution.
Increased website traffic and consultation frequency as a reference tool.
Mobilization of all distributors and suppliers.
OBJECTIVESPosition Lexus as a true luxury, performance brand among potential buyers while rejuvenating the brand to attract a younger segment.
BACKGROUNDThe Montreal Lexus dealers had to compete against well-established luxury brands such as Audi, BMW and Mercedes-Benz.
STRATEGIESPropose offers and conditions tailored to the Quebec marketplace.
Create two series of messages.
The first, aimed at a younger segment, placed emphasis on the performance of the sports models.
The second reassured the older segment by highlighting the luxury attributes of the models.
Incorporate an emotional side to each ad while ensuring conditions and pricing were effectively conveyed.
RESULTSAfter a four-year collaboration, the number of Lexus vehicles sold in the Montreal greater area increased by 400%.
Thanks to a better cooperation between the dealers, margins also increased.