Uppercase Branding | Brand Strategy
Take a look at the brand strategy case studies of nearly any branding firm big or small. Invariably their “results” are a cool logo with a breathless description of how the innovative typeface breaks through the clutter. Sigh, no one ever purchased a product because of the font. This is not our approach.
We understand that the equity - the value of a brand - is in the totality of its touch-points. Yes, the logo is important, but also so are how a company rep greets customers, how quickly questions are answered, how easy is the purchase process, how clean the bathrooms are, how consistent the message is across channels. And more. Uppercase approaches brand strategy with this in mind so you get what you want, what you need, and, what’s more, some thought-provoking ideas that can unlock new revenue streams.
Look, a burrito is a burrito and when someone tells you that it can be a purpose-driven lifestyle brand, check your wallet.
True, engaging with customers is important, shared values are crucial, emotional messages resonate, and badge brands have their place but a brand strategy persuading consumers to befriend a French fry is a bridge too far.
Uppercase develops brand strategies aimed at one thing only: persuading your customers, prospects and influencers to think about your company, product or service in a way that drives interest and action.
The 3 Million Dollar Spritz
The Situation:
Major CPG marketer’s leading household cleaning brand’s sales have stagnated.
The Ask:
Create a brand strategy that drives growth.
The Actions:
Conducted cleaning closet audit and discovered that 75% of product was more than a year old.
Interviewed users and learned that they only use product for really tough cleaning situations, not for everyday or even every other day needs.
Reviewed past five years of advertising and concluded that “torture test” messaging reinforced infrequent usage.
The Recommendation:
Update label design from institutional look to consumer friendly.
Update package design to make it easier to use. What was a two-step process to use became a one-step process.
Develop communications positioning brand as suitable for everyday use with creative work featuring real but surprising use occasions.
The Result:
Successfully sold in to Sr. Client management by demonstrating how just two more spritzes per week translated to a multi-million dollar sales bump.
3% year over year sales increase.
Brand image shift from industrial-strength product to everyday use product.
Pulling Solar Sales Through the Roof
The Situation:
B2B solar manufacturer wanted to grow sales of its flat roof mounting devices. Unique system eliminates the need to punch holes in roof to secure the solar arrays. Company sells to contractors who in turn resell to building owners.
The Ask:
With a limited budget, develop a strategy that dramatically drives growth.
The Action:
Analyzed market to identify commercial building owner categories meeting these criteria:
Significant energy consumption
Significant downside loss from roof leaks
Large roof size
Easily identifiable and addressable
The Recommendation:
Taking a page from the pharmaceutical playbook, initiate a pull strategy reaching the target rich universe of refrigerated warehouses (which meet all four criteri) highlighting solar benefits with a call to action to specifically request a non-penetrating mounting system. Share this strategy and leads with contractors in a push strategy.
The Results:
Significant revenue gains. A single sale to a large refrigerated warehouse approaches seven figures.
From the Mouths of Babes
The Situation:
West coast energy-food marketer wants to launch a “fuel on the go” packaging innovation to endurance athletes to consume during training and competition.
The Ask:
Create a brand strategy to launch the product to the elite athlete.
The Action:
Attended and observed product in use at road, trail, bike, ski, and climbing races.
Interviewed participants and spectators.
Noted, serendipitously, kids drinking from sippy cups sparking an idea for different brand positioning.
The Recommendation:
Expand target audience from (a small) endurance athlete base to include any busy, active person wanting an easy, on-the-go energy boost.
Reach busy moms, millennial tech workers, etc. with a message of easy energy.
The Results:
Initially reluctant marketing team became enthusiastic supporters after seeing projected sales differential.
Soft launch with sales ahead of projections. Consumer adoption on target. Athlete endorsement undiminished.
Selling the Sizzle Still Works
The Situation:
Regional Quick Service Restaurant (QSR) entrepreneurs seeking a brand strategy for a franchise fast casual concept.
The Ask:
Create name and brand positioning.
The Actions:
Client management was set on a name which Uppercase believed was suboptimal.
The brand positioning was geographically limiting and product specific, potentially leaving money on the table.
The Recommendation:
Uppercase recommended a brand based on the style of presentation, specifically how the entrée was sliced. This style worked across different proteins and other food groups, was competitively different, was new and disruptive and had greater upside. It had the added benefit of being consistent with the founders’ original vision as the presentation style aligned with the style of cooking and food they envisioned.
The Results:
Concept is still in stealth mode but initial consumer responses are enthusiastic.
Identify the Motivated Audience
The Situation:
Stealth CPAP startup launching anti-snoring device.
The Ask:
Develop brand strategy.
The Actions:
Conducted eight 1:1 interviews with snorers.
Conducted seven 1:1 interviews with snorers’ partners.
Conducted two focus groups with snorers and partners.
The Recommendation:
Target the true sufferer, the snorer’s partner, not the snorer.
The Results:
Test market sales exceeding goal.
Partner feedback is overwhelmingly positive, deeply appreciative.
Invite, Don’t Impose
The Situation:
Major beverage company is launching a flagship brand in a developing country.
The Ask:
Launch brand and secure its position as the leading drink it is category.
The Actions:
Conduct one on ones and focus groups. Interview person on the street in environments where product will be purchased and consumed. Analyze previous launches in other countries and draw lessons learned.
The Recommendation:
Previous launches in other countries simply blanketed the market with overwhelming advertising. Our research indicated that there was a nascent but growing consumer discomfort with western brands descending on the market and essentially bullying their way in. We recommended a more organic approach eschewing advertising and instead inserting the brand into experiences where the equities aligned and, vitally, allowed for product sampling. (Previous research showed it is an acquired taste requiring at least three tries before adoption.) We sponsored, meaning hyper locally supported, events and places where the beverage was a natural fit - venues featuring food, film, fitness and fashion.
The Results:
Product outsold capacity.
Post-trial consumer interview feedback was overwhelmingly supportive.
Food, film, fitness and fashion, “The Four F’s” became best practices protocol for product introductions.