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Archive for: Phoenix Marketing and Advertising Agency's Advertising - Case Studies

Advertising Online Webinar/Livestream

August 10, 2018

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Integrated online videos and webinar content marketing fosters a national university’s cultural proficiency with a diversity campaign

SITUATION

A national health sciences university was launching a diversity initiative to propel the University’s deep commitment to cultural proficiency among students, faculty, and staff. An integrated framework of communications was needed to create high quality recruitment content through an online video webinar and livestream series entitled “Getting There.” Because these online webinars needed to be high quality and produced in various locations, not to mention set up and operated by the client teams, the latest and most portable, user-friendly equipment, plus all the training, was provided by the top-rated video production team at FabCom, an integrated strategic marketing agency in Phoenix, Arizona.
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Corporate Identity/Merger Communications Package

July 27, 2018

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Cross-channel merger communications build trust, strengthen brand identity

 

SITUATION

One of the largest independent Registered Investment Advisors (RIA) in the United States completed a merger/acquisition of a $1 billion HNW (high net worth) wealth management firm to elevate and streamline the continuity of client care offerings.

This was a critical time. Strategic marketing communications were needed including sensitivities to change the relationships required to redefine the company’s branding and positioning during this transition that resulted in changes for existing and new clients.


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The Power of a Cookie

February 22, 2018

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Seeing is believing with A cross-channel, integrated social enterprise campaign

SITUATION

A non-profit, statewide community service organization desired to create a social enterprise to support community fund development and awareness. FabCom created a hidden gem with its marketing, positioning, and social advertising giftcookies.com program. 100 percent of the proceeds from cookies purchased go toward helping the homeless get the support they need to turn their lives around. Even better — people previously facing homelessness are making, baking, and packaging the homemade cookies for sale and, more importantly, gaining vocational training that will help them build a new life for themselves and their families.

The objective was to further develop the products and marketing promotions, then market the social enterprise promoting the selling of these cookies to help support this transformational program. The focus was on providing for those in need of hand up instead of a hand out — a program full of potential that had not yet been realized.

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Outsmarting the Competition with Business Intelligence

June 9, 2016

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HOW ADVANCED BUSINESS INTELLIGENCE IS EMPOWERING A TOP INTEGRATED MARKETING AGENCY TO OUTSMART THE COMPETITION

SITUATION

Faster, more accurate thinking. Deeper and instantaneous insights. Today’s business requires a nimble, more strategically informed marketing to drive true competitive advantage. In fact, marketing campaigns that incorporate business intelligence (BI) tools and access the right data quickly will literally “outsmart” competitors. No matter their size or budgets. When David is fighting Goliath, it’s all about being smarter.

As an integrated strategic marketing agency, it is critical to reinvent your capabilities and teams to harness the new emerging and converging capabilities clients seek from a top marketing and advertising agency.

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Predictive Business Intelligence

June 3, 2016

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Branding and Positioning with Marketing Business Intelligence

OVERVIEW

Outsourcing technology companies operating in the healthcare space must now deploy completely new communications tools, channels, marketing methods, and strategic processes to attain desired market share in the growing healthcare segment. Competition is fierce within enterprise outsourcing arenas of managed healthcare technology integrations, process, and system optimizations.

The Market Environment and Key Research

The global healthcare IT outsourcing market is projected to generate $61.41 billion by 2019. With a CAGR of 9.17% and the backing of government monetary and policy support, healthcare providers worldwide are attaching increased importance to cost and operational efficiency. This new focus is leading to accelerated growth in the industry providing solutions for the rise in IT outsource demand.

“Notwithstanding the expected short term surge in spending on consulting and integration services, there is an expected increase in spending on outsourced and managed services during the forecasting period.” -Technavio: Global Healthcare IT OUTSOURCING MARKET 2015-19

Among the efforts to increase provider efficacy, achieving improved inpatient health outcomes has become increasingly complex in an industry defined by government program expansions, aging member populations, and rising healthcare costs.

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Marketing and Business Intelligence Advertising

March 29, 2016

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TOP PHOENIX ADVERTISING AGENCY’S MARKETING AND BUSINESS INTELLIGENCE SIZES UP THE COMPETITION

Situation

A client specializing in business process outsourcing (BPO) for the healthcare industry hired the agency for integrated marketing and advertising services as well as its marketing and business intelligence capability to prepare a go-to-market strategic plan.

With approximately 500 employees and almost $400 million in enterprise sales, the client was “spinning off” a technology offering from the primary company as a separate division with the objective of becoming a pure-breed play in the commercial healthcare technology outsourcing space. After incredible growth in the military and government lab technology outsourcing spaces, the client wanted to create a new company and separate value proposition that would stand out as a darling startup amidst larger Fortune 500 competitors moving into the commercial healthcare space, and for good reason.

Recently, a major competitor, Xerox (with more than 140,000 employees), had announced that it was splitting into two, independent companies, one of which would be called Xerox Business Outsourcing. When asked why, Xerox CEO Ursula Burns stated that ‘markets, specifically healthcare, are looking to transform themselves and their businesses.’ The solution, she said, was BPO.

xerox services, do what you do best
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Ad Fraud Identified by Marketing and Business Intelligence

March 23, 2016

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HOW TO MITIGATE GROWING AD FRAUD RISK UTILIZING MARKETING AND BUSINESS INTELLIGENCE

The prevalence of digital advertising opened the floodgates to a new shadow industry of fraudulent ads. In this case study, FabCom demonstrates how our business and marketing intelligence teams saved one client from being victimized by fraudsters.

The strategic marketing firms’s client allocates 25% of their annual marketing budget on leveraging digital advertising as part of an integrated marketing plan.

Fabcom banner, america needs you

One type of display ad appears as a banner shown in a publisher’s header, sidebar, or in-line with organic content. Offering prospects direct access to the brand after just one click or tap, banner ads are a lucrative vehicle to spread targeted brand messaging aligned to each stage of our neuromarketing customer life cycle. Capable of being placed nearly anywhere online, banner ads can be set to follow site visitors who don’t convert across their favorite social networks, email, news sites, and even search engine results. With such promising ability to prompt or trigger explicit and implicit brand recollection in consumers, Ad Age projects U.S. digital advertising spend will surpass $32 billion in 2016.

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Better Advertising ROI with Real Time Analytics and Marketing Intelligence

March 18, 2016

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MEDICAL AND HEALTH SCIENCES UNIVERSITY SPLIT TEST: OPTIMIZING ADVERTISING CAMPAIGNS WITH MARKETING BUSINESS INTELLIGENCE

SITUATION

FabCom, a Phoenix marketing and advertising agency, has a long-standing relationship with a prominent health sciences university. The University attended a Community Health Association conference as part of their ongoing support for the health centers. The agency was tasked with designing the community health conference marketing campaign; multichannel progressive messaging techniques were deployed. Complete with marketing business intelligence, the advertising campaign included an email (HTML) and Personalized URL (PURL), providing a unique and personalized landing page for each post-conference attendee targeted.

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PR, Marketing and Star Wars

November 30, 2015

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SMALL BRAND EARNS BIG MEDIA EXPOSURE WITH INTEGRATION OF ONLINE MARKETING INCLUDING SOCIAL MEDIA AND PUBLIC RELATIONS

OVERVIEW/INTRODUCTION

A private technology University leverages social media, and integrated marketing and public relations to drive a professor-led student project and the brand into the national media spotlight. The case study begins with the small University’s Digital Video Professor singing along to Queen’s “Bohemian Rhapsody” on the freeway one day when the idea of rewriting the classic Freddie Mercury lyrics to fit the Star Wars universe was born. The idea was realized by a student-faculty team and the community in stride. Released on YouTube Dec. 4, 2013, the epic video already is considered by some as one of the great tributes to Queen and Star Wars.

Following is a case study outlining how the University’s branding, positioning and online search rank as an innovator in private technology education offering digital video degrees was heightened as a result of working with FabCom, a top integrated marketing and online advertising agency based in Phoenix with offices in L.A. and O’ahu. The advertising agency, in partnership with the client, deployed a targeted social media and public relations strategy helping to catapult the client’s brand into the national spotlight as a leader in one of its programmatic offerings: Digital Video degree. Ranked among the top 10 Phoenix interactive marketing firms and as the number 2 social media firm by the Phoenix Business Journal, FabCom is a full service integrated strategic marketing and advertising agency serving clients and industries across the globe who desire to drive their offline and online brand relevance.

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Marketing, PR Strategy Position: Maker Lab “First”

November 23, 2015

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SMALL PRIVATE UNIVERSITY SEIZES “FIRST” POSITION OVER MAJOR PUBLIC UNIVERSITY WITH WELL-TIMED MARKETING STRATEGY INCLUDING ONLINE AND TRADITIONAL MEDIA, SOCIAL MEDIA AND PUBLIC RELATIONS

OVERVIEW/INTRODUCTION

Recently, a small, private technology University became the first in Arizona to launch a digital maker fabrication lab on campus: the Makers Fab Lab. The lab is designed to foster creativity and challenge student innovators in a 24/7 environment for those who seek to lead the new industrial revolution driven by the convergence of advancing technologies.

As the technology University was nearing readiness for opening, originally scheduled for January, their top integrated marketing and online advertising agency, FabCom, uncovered news that a major public university was partnering with a national company to also open up a makers lab in Arizona during the same period. The Phoenix based advertising agency sprang into action, immediately contacting the client and providing a windfall marketing and public relations opportunity.

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Public Relations Crisis

May 10, 2012

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A QUICK RESPONSE STRATEGY
DEVELOPED TO MAINTAIN BRAND INTEGRITY DURING A CRISIS

SITUATION

An education institution, that offers degree programs in Network Security among others, was thrust into what could quickly become the negative spotlight when one of its current students was indicted in connection with hacking a national fortune 500 company’s computer network. The investigation was conducted by The Electronic Crimes Task Force in Los Angeles, which includes the FBI, and was quickly gaining national attention online and on television. News vehicles began arriving at the university and interviews were being requested. Students needed to be made aware of the situation and who to refer reporters to for comment and officials at the school needed to be instructed on how to handle the press in a way that protected the students and the university. In addition, the student was currently being highlighted on the university’s website as Student of the Month and also worked on campus. Because of real-time media monitoring, FabCom was aware of the situation within minutes of its first appearance on online message boards in the hacker community, even before the university. Because of this, FabCom was able to communicate immediate response tactics and steps for diminishing any negative pres that may result from the student’s connection with the institution before they started receiving calls from reporters.

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Lead Generation

May 10, 2012

PR Tactics to Drive Sales

May 10, 2012

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READY. SET. GO

SITUATION

After repositioning, this education institution was in need of a Public Relations initiative to help establish the University brand and market position to third party influencers. Harnessed properly, public and media relations initiatives can be instrumental in developing the third party validation which is the key to assuming the mantle of a “prestigious institution.” The University also had outdated database resources and understaffed internal capability which prevented them from building and maintaining key relationships with diverse industry specialty experts on a national level.

These efforts were designed to maximize and extend our marketing budget by providing additional low-cost exposures in the market. Additionally, public relations back-fed our other marketing initiatives with constant exposure, building to a “critical mass” of awareness of the “new” University. In the past, the client had limited funds and minimal PR initiatives. It was time to reach out to the local and national community to let the world know who this University is.

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Multi Audience Targeting

May 9, 2012

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Increasing Awareness Among Multiple Audiences

SITUATION

Residents in a large integrated healthcare delivery system’s primary service area (PSA) and secondary service area (SSA) had low awareness and understanding of symptoms and risks for heart attack and stroke (brain attack). Heart attack and stroke cases (as well as cases related to these) had been stagnant or in decline for two years. Finally, a new drug therapy for stroke victims (tpA) had recently been introduced by pharmaceutical manufacturers which provided a newly discovered three-hour window within which permanent damage could be minimized if symptoms were recognized and treated.

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Brand Awareness Advertising for Integrated Healthcare Marketing

May 9, 2012

SITUATION

An integrated healthcare delivery system with two acute-care hospitals was launching four new outpatient services (wound, continence, sleep, and pain) and needed to reintroduce two existing services which had never gained sufficient consumer awareness (chemical dependency and cardiopulmonary rehabilitation).

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Healthcare Marketing: Trust Me I’m the Doctor

May 9, 2012

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SITUATION

The population in the primary service area (PSA) and secondary service area (SSA) of a two-hospital integrated healthcare delivery system had traditionally been almost exclusively seniors. It was now transitioning very quickly to “boomers” and older boomers with families. The marketing challenge was to neutralize the 30-year perception that the system was for “seniors only,” without alienating the historically older target audience. The majority of new residents moved in with little or no awareness of their local healthcare choices and without a primary care physician. Also because of the change in demographics, new residents had little or no awareness of the healthcare system’s long history of serving the community and, therefore fund raising for the system’s foundation had declined. Because of the decline, the foundation did not have sufficient budget to effectively market for donations.

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Viral Marketing

May 9, 2012

Neutralizing Commoditization

May 9, 2012

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SITUATION

An entrepreneur purchased a successful local, same-day delivery company. Over the next few years, the owner made several acquisitions of smaller delivery companies and invested in software and communications hardware in order to improve the speed and accuracy of dispatching drivers for pick ups. However, the owner was frustrated that “natural” revenue growth was almost non-existent, he had been able to grow almost solely through acquisitions and he found it difficult to retain a strong percentage of the acquired accounts past the first months of transition. Also, the marketplace was not aware of the clear and superior advantages the owner’s investment in technology had created for his company compared to his competitors. FabCom was engaged to develop a comprehensive, three-year marketing strategy to position the company as a market leader in the sameday delivery segment.

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Customers? Who? Where? Healthcare Branding and Positioning Shows You

May 9, 2012

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SITUATION

The population in the primary service area (PSA) and secondary service area (SSA) of a two-hospital integrated healthcare delivery system had traditionally been almost exclusively seniors. It was now transitioning very quickly to “boomers” and older boomers with families. The marketing challenge was to neutralize the 30-year perception that the system was for “seniors only” without alienating the historically older target audience. In addition to changing, the population was growing at an unprecedented rate with more than 25,000 new residents moving in annually. The majority of these people moved into the area with little or no awareness of their local healthcare choices and without a primary care physician.

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Advertising Campaign promotes Second Generation Growth

May 9, 2012

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SITUATION

A profitable 20-year old company, which began simply as a bookkeeping service, had grown to maturity but growth had stagnated. Over the years the company had developed more sophisticated and comprehensive services for small business owners, but the company
had limited market awareness and a fragmented image because of the number of names, divisions (accounting, payroll, and employee leasing), taglines, logos, etc. which existed. Research showed current and potential clients were unfamiliar with the company’s
newest and most dynamic service, its Professional Employer Organization (PEO), commonly called “employee leasing.” In addition, the sales process was inefficient and relied completely on the owners’ personal involvement, which had reached full capacity. Nonetheless, management desired to take the company to the next level and contacted FabCom to develop a comprehensive marketing, positioning and sales strategy.

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The Right Brand and Position

May 9, 2012

New Product Launch

May 9, 2012

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SITUATION

A 30-year-old international manufacturer of industrial pumps, based in Germany, had developed a new consumer product and desired to introduce it in the U.S. The product, a recirculating pump with timer and thermostat, was designed to provide instant hot water at every tap. The product offered new technology to solve an age-old problem in an entirely new way. There were no comparable products on the market, so customers had no basis for familiarity with the operation or benefits. Not being previously familiar with consumer advertising, the corporation engaged FabCom to conduct a market test in Phoenix, Arizona.

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Driving Sales to Retail

May 9, 2012

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SITUATION

An independent Dodge dealer, formerly of Tucson, Arizona, was opening a new Dodge dealership in Scottsdale, Arizona. Competition in the Phoenix Metro area for automotive dealerships is intense. Eight existing dealers in the Phoenix metroplex also sold Dodge vehicles.

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How to Celebrate Success

May 9, 2012

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SITUATION

A leading hard goods retailer, which operates 1100 stores under three chain names, was holding their national sales convention in Las Vegas with an anticipated attendance of more than 1200 employees. Just weeks before the event, management received confirmation that they would hit $1 billion in annual sales for the first time. FabCom recommended that they create a public relations event at the convention as an opportunity to announce the milestone to employees, shareholders and the public. At the time, FabCom, local to the Company’s headquarters, was working on corporate communications assignments and the Company’s public relations were being handled by a shareholders relations firm in New York. With less than ten days lead time, FabCom stepped in to orchestrate the public relations event at the convention.

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Selling the Sellers

May 2, 2012

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SITUATIONExample of corporate branding creative work

An industry-leading supplier of enhanced voice, video and data services (including local and long distance phone service) to business customers, needed to boost fourth quarter new account sign-ups. The new president of the company was challenged by a multi-dimensional network of sales channels. The key to growth was motivating an existing telecommunications sales network to sell new voice and data service offerings. The potential to provide existing hardware customers with voice, video and data products at competitive pricing was large and immediate. However, the tools and motivation, which the sales force needed to ensure success, proved elusive.

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Positioning for Growth

May 2, 2012

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SITUATION

A leading laser surgery practice had performed more laser procedures than any other practice in the region.

 

 However, as more advanced technology continued to come to market, it spawned many competitors, with lower debt levels, who put pressure on margins and forced the established practice into continual reinvestment in equipment. No single practice or group dominated—or claimed a defined, defensible position—in the established practice’s market. Those competitors who marketed aggressively


tended to use price promotion and retail-type advertising as opposed to building a position through targeted, strategic marketing.
Due to massive media coverage, virtually anyone with interest in eliminating contacts or glasses was aware of the procedure. Research revealed that those who have considered the procedure but not gone ahead with surgery have been held back by fear of the procedure and/or its expense. These objections had been reinforced by high pressure discount marketing and advertising tactics by the market in general.

 

Getting Customer-Centric

May 2, 2012

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SITUATION

A telecommunications hardware and software company with a 30-year history in the industry had begun to notice challenges in their market. Most of the recent revenue growth had come via acquisitions. In addition, large corporations, sensing the opportunities of convergence in the telecommunications industry, began purchasing small to medium industry-related companies. Even though the company had a solid reputation with industry insiders, they were virtually unknown to end-users and, now, faced the challenge of competing with several new big-spending, marketing- savvy competitors. Since its inception, the company had been driven by the perceptions and needs of the engineering/product development side of the business. Organizationally, the company was structured into operational units based on internal manufacturing considerations, rather than by product or technology groupings, which would make their corporate offerings more understandable to the market.

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Co-Op Advertising

May 2, 2012

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SITUATION

A telecommunications hardware and software company had two distinct sales channels – company-owned branches and independent dealers. The company had a limited co-op advertising fund and paid for a portion of some of the advertising done by the two channels. This system resulted in only a small number of media impressions which had little impact in terms of motivating prospects. Also, it resulted in diluted, fragmented messages, unprofessional advertising and no effective brand building since dealers tended to put together their marketing tactics on their own and simply submit them for payment after the fact. The dealer network was unhappy with the perceived level of support in the marketing arena and the company was losing dealers to other companies with “better” co-op programs.

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