top right introduction for partners master 130507

© Copyright 2012 TopRight, LLC. All Rights Reserved

Our PartnerIntroduction to TopRightMay, 2013

Website: www.toprightpartners.comBlog: www.toprightblog.com


About TopRight

TopRight is a strategic marketing and consulting services firm founded in 2006 by consultants from top firms (McKinsey, Booz & Company, CSC Index), former Chief Marketing Officers and senior practitioners in sales, marketing and applied technologies

Marketing & Branding Strategy Enterprise Marketing Management Marketing Transformation Analytics, Modeling & Insight Marketing Spend Effectiveness Consumer Experience

TopRight Partners is the key catalyst for the growth of our client’s businesses through the art and science of marketing – helping our clients attain the TopRight relative position in their industry – outperforming their competition and assuming a leadership position.

History

Services

Our Vision

Locations

Marketing Automation Align Strategy, Operations & IT Social Media Direct Marketing Creative Services Sports Sponsorship

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Atlanta, GAHeadquarters Washington, DC NY Metro Chicago, IL


TopRight PartnersStrategic Consulting Centered on Marketing

Traditional Management Consulting

Firms

Creativity

Ana

lytic

s

Ad/MarketingAgencies

We Help Our Clients by… Providing expert insight to create value by leveraging

extensive industry and marketing / sales expertise Bringing a mix of creativity & rigorous, fact-based problem

solving to develop pragmatic and implementable strategies Moving their business up and forward in their competitive

frame – to the TopRight

We Provide Our Clients with… A marriage of strategy and execution to drive business results A new philosophy of marketing with an expanded view across

the enterprise to include all forms of interactions with customers

We Unlock the Potential of Our Client’s Businesses by… Building the capabilities to drive profitable growth by

increasing effectiveness to grow the top line while increasing efficiencies to reduce costs

Facilitating transformation to optimize process, organization, culture, measurement, and technology

Leveraging applied technologies to integrate and enable critical business functions, cross-enterprise data, optimized sales and marketing processes, and customer experiences

Combining creative strategy, innovative analytic techniques and enabling technologies to yield actionable insights and dramatic business results

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TopRight Partnership Advantages

Complimentary services to provide a broader businesssolution that leverages TopRight’s expertise and ourpartner’s solution offerings

Extend reach, knowledge and access for joint accountpursuits by leveraging TopRight and our partner’s brand,sales coverage and solutions

Engage the client at a strategic level to expand visibility, dialogue and impact up and outside traditional IT to C-level and LOB executives and facilitate client sponsor and stakeholder buy-in

Serve as both a client and partner advocate linking business/marketing strategy, goals and current business conditions to justify and position downstream solutions

Generate business justification by providing high-level benefit estimates for a “Business Case for Action” and position how our partner’s solution can be leveraged to create unique value

Our partner and TopRight aligned together become a proven trusted partner for the client to proceed with technology initiatives

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TopRight Has Proven Approaches To Help Clients Capture Opportunities and Meet Strategic ObjectivesTopRight Expertise… TopRight’s Solution... TopRight Creates Value By…

Analytics & Insights

TopRight’s Strategic Playbook is a major intervention to shift the fundamental competitiveness of your business

Driving opportunities to “reinvent” governance to increase focus and discipline for generating results - an initiative that will allow the organization to meet the strategic goals articulated by the CEO and/or CMO.

Identifying growth areas and successfully expand a powerful brand into new channels, geographies, and businesses to optimize a business portfolio

Marketing & Branding Strategy

The Consumer BuyWay™ because Brands are activated today through multiple channels and touch points

Deeply understanding customer insights, prioritizing audience segments and purchase processes, to define and optimize the consumer experience

Building a winning brand position by tailoring the message ,across multiple channels and testing its effectiveness to drive customer acquisition and retention, and increase profitability

Measure & Optimize

TopRight’s Marketing Spend Effectiveness (MSE) has been designed to optimize your marketing spend

Evaluating performance of marketing spend categories through insightful measurement and analysis

Improving marketing spend effectiveness to drive increased revenue while reducing marketing expense by facilitating shifts in spend allocations to higher ROI marketing plan components

Go-To-Market Transformation

TopRight’s Enterprise Marketing Management (EMM) methodology will transform your marketing to a high performance part of your business

Facilitating transformation and integration of process, organization, culture, measurement, and technology enablers

Building the capabilities your business needs to drive profitable growth by increasing effectiveness to grow the top line while increasing business efficiencies to reduce costs

Aligning across the organization to deliver consistent, integrated and timely consumer experience

Enabling Marketing Technologies

TopRight Technology is focused on best-in-class technology solutions to seamlessly integrate and leverage key processes, business functions and data across the enterprise

Applying technology to leverage optimized business processes across sales, marketing and customer experiences, and enabling Marketing Automation, CRM, ERP, SCM and eCommerce to maximize their potential

Facilitating the linkages between strategy, business operations and information technology to ensure optimal selection and effective deployment of best-in-class technology solutions

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Enterprise Marketing Management (EMM) Transformation that Drives Business Growth

“Marketing, which represents all the work between developing a new product and getting it sold, has been searching for a structured set of processes that could fill the gap. Sutton and Klein deserve the credit for filling this gap with their concept of Enterprise Marketing Management (EMM) that now can stand with ERP, CRM, and SCP as the four platforms for running an efficient, effective and profitable business.“

- Dr. Philip Kotler, S. C. Johnson Distinguished Professor of International MarketingKellogg School of Management, Northwestern University

TopRight’s EMM Process Is Designed Specifically To Address Challenges By: Facilitating transformation and integration of process, organization, culture, measurement, and

technology enablers Identifying effectiveness and efficiency changes that will have the biggest impact on your business Rolling out changes in manageable pieces, logically sequenced to ensure the most critical

transformation items happen successfully Integrating change management into the overall transformation plan

Classic Approach TopRight Approach Large funding outlays Teams know what they want No changes will be introduced during the development

process MRM solutions should be constructed complete & correct Benefits will be captured longer term

Small funding outlays Significant changes will be introduced throughout the

development process as the operating model is fine-tuned MRM solutions need to be delivered in a series of quick

“releases” of value while staying on target to long-term solution Tangible benefits should be delivered quickly

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Go-To-Market Engagement Model

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StrategicTargeting

Case forAction Positioning Requirements

& Design

• Penetrate newAccounts

• Expand CurrentAccounts

• Dialogue withNew Contacts

• BusinessValue vs.TechnologyValue

• ApplicationFocus vs.IT Message

Deployment Enablement& Support

Prospect ImplementValue & Justify Drive Value

Implementation & User Enablement

Discover

Project Management & Client Advocacy Services

Strategic Marketing & Consulting Services

Pre-Sale Support Services

• Changemanagement

• User enablementand adoption

• Transition Svcs• Development &

planning of marketing pgms(campaigns,initiatives &tactics)

• Marketing programexecution

• Extendedsupport services

• Enterprisedeployment androllout planning

• Methodologiesfor QuickStartand agile phasing

• Project Mgmt andexecution ofimplementationplans

• Prototyping• Configuration• Validation &

testing

• Developfoundation forimplementation

• Functional &Technical Reqs

• Requirementsdefinition,prioritization,user validation

• Addressesprocesses &workflows

• Solution Design• Configuration

planning

• Position overallsolution includingproduct andservices

• Solution selectionand RFP advisoryservices

• Provides client withsingle source foroverall solutionand project mgmt

• Utilize strengthsof joint team andshared resources

• Combinecomplimentaryroles

• Create near-termentry opportunity

• Tangible offeringfocused on pre-salediscovery

• Provides clarity forclient on value and justification togenerate buy-inand momentum

• Foundation forsolution selectionand positioning

• Low investment,high value

• Accelerate thedecision processand sales cycle

Solution


TopRight’s Technology Service Offerings are Focused on Driving and Enabling Marketing Technologies

Drive Value From The Technology Investment Attain Measurable Business Impact

Achieve Client Satisfaction

• Change Management• User Enablement• Transition Services• Utilization & Adoption• Program Development &

Planning• Program Execution

(Marketing Initiatives, Campaigns, Tactics)

• Requirements Definition, Prioritization, Validation

• Design & Implementation• Prototyping• Validation & Testing• Enterprise Rollout

Planning & Execution• Proven Methodologies for

QuickStart and Agile Phasing

• Strategy & Planning• Best Practices & Gap

Analysis• Strategic Playbook• Process & Workflows• Technology Roadmap• Evaluation and Selection• Discovery & Requirements

Gathering• Business Case for Action

(ROI, Justification)

Strategic Marketing

Project Management & Client Advocacy

TopR

ight

Tec

hnol

ogy

Serv

ices

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Consulting Deployment Enablement & Support


TopRight Technology – Creating Technology Enabled Marketing to Drive Business Performance

TopRight brings world-class experience, a proven approach and the expert resources needed to facilitate the linkages between strategy, business operations and information technology

• Ensure optimal selection and effective deployment of best-in-class technology solutions• Seamlessly integrate and leverage key processes, business functions and data across the enterprise• Drive business effectiveness, efficiency, growth, and keep your customers engaged• Enable sustained marketing process improvement by the effective use of tools, platforms, analytics and

intelligence that improve market engagement, customer experiences, rich media content creation, relevancy, delivery, governance, workflow, partner collaboration, as well as campaign delivery, measurement, tracking and lead provisioning

Provide a comprehensive perspective across the enterprise to develop an integrated technology roadmap to leverage and optimize marketing processes, sales effectiveness and customer experiences

• Improve marketing performance and drive organic growth• Understand what the customer truly wants and values• Facilitate real-time adaptive marketing• Faster response to market needs, opportunities and threats• Facilitate consistent brand quality across all customer touch points• Provide the best consumer experiences that are relevant, timely and consistent across all channels• Target, Listen, Measure, Improve, Continuously

From strategy to solution definition, to selection and deployment, to change management and program execution, TopRight is your partner to provide the total solution, end-to-end

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Technology is more than infrastructure – it is business capabilities


Case Study: Connecting A Consumer Communication Platform

A new customer communication

platform enabled rapid deployment of dynamic consumer

marketing interactions

including:

Centralized marketing data capture

Closed loop reporting to measure and

optimize investments

Improved targeting capabilities

Dynamic marketing experience based on

consumer behavior

Allconnect is a leading consumer services company based in Atlanta, Georgia that helps consumers make wise, cost-effective decisions by explaining the options, service plans and service providers available across a broad array of home service including telephony, cable, satellite, high-speed Internet and communication bundles. Allconnect allows consumers to order or switch services with a single phone call or online transaction.

BACKGROUND

RESULT

Marketing campaign capability is limited and requires significant effort to deploy Set up and execution of Marketing Campaigns is arduous and requires long

lead times Campaign results track minimal information about marketing effectiveness Relevant data sources are neither consolidated nor accessible from a

centralized location

CHALLENGES

Enable rapid deployment of dynamic consumer marketing interactions:Capture and centralize marketing data

Improve targeting capabilities Communicate via prospect’s preferred channel Create dynamic marketing experience based on consumer behavior Establish communication rules accelerate conversion / improve retention Develop closed-loop reporting to measure and optimize marketing investments

APPROACH

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Case Study: Transforming Campaign Management

Consistent and timely marketing messaging

through automated campaigns increased

customer conversion and improved reactivation of

old customers

A centralized marketing platform to standardize

Sylvan’s marketing processes globally

increased marketing efficiency and marketing

visibility, while reinforcing brand

consistency

One centralized marketing database

directly integrated with IMPACT that will

eventually contain ~6 million audience

members and reduce the manual effort to pull lists

from multiple sources

Sylvan Learning is the leading provider of tutoring and supplemental education services to students of all ages and skill levelsOver 1,100 company owned and franchised learning centers across the U.S. and Canada

BACKGROUND

RESULT

Sylvan Learning is evolving to a “state based” marketing model that focuses on customer conversion through specific stages of the “sales funnel”. To support this strategy, Sylvan wanted to implement automated marketing campaigns that target particular customer “states”.

CHALLENGES

Implemented Aprimo Marketing Campaign Management 8.0.5 Integrated with custom IMPACT Customer Relationship Management

Solution Integrated with ECHO marketing fulfillment partner Developed 4 “State Based” Marketing Campaigns Integrated Portal for Franchisees Created ~12 Corporate facing reports to track campaign activity,

conversion and other key performance metrics

APPROACH

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Case Study: Optimizing Customer Touch Points

Optimized activity spend to deliver

unparalleled customer

experiences and long term business

objectives through consistently

informed tradeoff decisions

Enabled new capability to determine the

Return on Investment

associated with customer touch

points

Supported a global change in business

operating process and strategy

RESULT

Lilly currently invests >$400 million* in customer channels without consistent qualitative nor quantitative, formal nor informal measures. *(excludes sales force, samples, and DTC mass TV). Current financial tradeoffs are requiring increasing sophistication for investment decision making. Lilly currently lacks the foundational customer marketing data platforms, methodologies, organizational structure, and required analytics & reporting capability to guide investment decisions made by marketers and their management. Additionally, Lilly currently lacks understanding into the magnitude of the infrastructure required to track ongoing marketing activities and the ability to systematically report on cross-channel touch point effectiveness.

CHALLENGES

Define prioritized customer touch points via inventory Conduct data inventory and assessment to include relevant trusted data

sources Perform IT platform assessment to include platform interdependencies and

relevant data flows Assess organizational capacity to deliver improved Reporting and Analytics,

Closed-Loop Customer Feedback, and Lifecycle Marketing Pilot program with 3 customer “pathfinder” groups representing different

geographic markets, target customers, brands, multi-channel touch points

APPROACH

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Lilly was founded in 1876, and is now the 10th largest pharmaceutical company in the world. Across the globe, Lilly has developed productive alliances and partnerships that advance the capacity to develop innovative medicines at lower costs. Lilly makes medicines that help people live longer, healthier, more active lives.

BACKGROUND

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Case Study: Transforming Non-Profit Marketing

Deployed broad range of multi-

channel marketing capabilities to

enhance growth of Financial Donations

and Humanitarian Services

Assisted in ARC achieving their

marketing goals in support of donor

development

Improved cycle time for marketing

response and constituent

outreach in times of disaster

The American Red Cross (ARC) is the nation's premier emergency response organization aiding the victims of devastating natural disasters. ARC also offers provides support for the Armed Services; the collection and distribution of lifesaving blood and blood products; educational programs that promote health and safety; and international relief and development programs. As a non-profit, ARC depends heavily on volunteers and financial donations from their generous constituents.

BACKGROUND

RESULTS

Seek innovation in delivering constituent preferences and experiences Increase lead volume through awareness and positioning of programs Optimize lead acquisition efficiency and quality to increase donations Enhance lead management effectiveness and improve major donor

conversion and recurring contributions Improve post-donation experience to maximize recurring donations

CHALLENGES

Gathered business requirements and facilitated the process for evaluation and selection of an Integrated Marketing Management platform

Partnered with Brand and Creative, Field Marketing and Consumer Marketing departments to define processes, performance measures and management reporting needs and then configured solution accordingly

Assisted with deployment and rollout of the solution across the organization – leading the change management process and facilitating user adoption

APPROACH

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Case Study: Creating Market Entry Playbook

Assessed current commercial efforts and concluded that

significant investment would

be required for VSOC to achieve

business goals

Validated management’s

hypothesis that additional

investment in commecialization of

VSOC was unwarranted

Boeing, the world leader in aerospace, defense, and large-scale integration, brings decades of innovation, experience, and talent to the homeland security front. The Visual Security Operations Console (VSOC) secures high-profile U.S. Government facilities and protects international commercial installations from intrusion and terrorism. Boeing believes there is a $billion-plus and growing global marketplace for VSOC.

BACKGROUND

RESULT

VSOC team faces internal challenges from management to increase lead generation and grow revenue. Traditional focus on large-scale government procurements rather than commercial strategies for segmenting and targeting the security market. Distribution of VSOC through third-party channels has been unsuccessful. Management requires validation of market entry strategy and “go-no go” decision on further investment in commercialization of the product

CHALLENGES

Conducted primary market research to identify, size and prioritize target customer markets

Developed marketing playbook to accelerate lead generation and drive revenue growth to achieve business goals

Evaluated current distribution channels and potential alternatives Performed market entry investment analysis and created marketing

budget and execution approach Delivered final recommendation to executives and concluded that

investment to condition the market for success was prohibitive

APPROACH

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Case Study: Develop Go-To-Market Recommendations

Developed recommendations addressing market

segments and prioritization,

productized solutions,

partnerships and microgrid ecosystem

relationships, streamlined time-to-

revenue, and contracting alternatives

Provided a series of actionable next steps

to align SMM business to current

market needs and achieve both near-

term and longer-term business goals

Boeing, the world leader in aerospace, defense, and large-scale integration, brings decades of innovation, experience, and talent to the energy surety and cyber security front. Their Secure Microgrid Management (SMM) integrates technologies and systems to provide a comprehensive solution to manage and protect microgrid energy installations. Boeing believes there is an emerging $billion-plus global marketplace for SMM.

BACKGROUND

RESULT

CHALLENGES

Analyzed market data to identify, size and prioritize target customer market segments

Evaluated current state of SMM product and business unit to develop SWOT analysis

Assessed competitors to develop competitive summary, positioning and differentiation

Developed and delivered a series of recommendations and next-step actions to executives and the SMM team

APPROACH

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SMM team faces internal concerns with historical culture of Government contracting vs. commercial strategies for segmenting and targeting, custom services vs. product, engineering and R&D vs. marketing

Generating near-term revenue while building the business foundation for long-term business growth

Prioritization of segments to enter an immature yet emerging market with a high-end solution that is ahead of broad market adoption


Case Study: Transforming the Business Around the Customer BuyWay

Evolution of a corporate value proposition to increase focus

on customer demand

Ability to capture, manage and integrate customer demand

data into systems used to forecast, create, market and

support product development

Improved customer retention and customer service through effective identification of and

response to customer demand

Enhanced internal sales processes and improved

forecasting capabilities by enabling sales representatives to share customer information

Enhanced financial controls through better management of

revenue targets, increased process efficiencies and a

reduction in costs

Toshiba America, Inc. (TAI) is the holding company for one of the nation's leading group of high technology companies, with a combined total of approximately 8,000 employees in the U.S. Together, the U.S.-based companies under TAI's umbrella manufacture and market a widely diversified range of modern electronics, each conducting research and development, manufacturing, sales and service in its field of expertise.

BACKGROUND

RESULT

In the hyper-competitive American PC industry, six leading vendors control nearly 60 percent of the market. Despite the formidable competition, Toshiba decided to become a major player in the PC marketplace. Toshiba America's executives understood the industry's growing move toward differentiation strategies and direct-selling channels and resolved to compete head-on and make Toshiba a major player in the changing PC arena.

CHALLENGES

A series of business-model diagrams were designed to illustrate Toshiba's current and future business systems. This process gathered input from every key constituency across the enterprise: Marketing, Sales, Manufacturing, Finance, HR, etc.Four themes emerged that became central to transforming the business:The shift from product-focused to customer-first systems. The introduction of a hybrid-direct approach to order fulfillment. Organizational alignment with distinctly defined customer segments. A new view of partners as participants in an extended customer-centric, demand-driven enterprise.

APPROACH

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Case Study: Powering Up A New Internal Agency

New internal agency has been

launched and branded (Direct

Antidote)

“To-be” state defined and

endorsed by management

Evaluating technology

solutions to automate work

flows

Canada’s premier customer loyalty program for over 100 sponsor companies at over 14,000 retail and service locations$600 Million business seeks to grow to over $1 billion within 3 yearsMore than 72% of Canadian households actively collect and enjoy the benefits of the AIR MILES Reward Program, it is Canada’s most successful coalition loyalty program.

BACKGROUND

RESULT

In order to meet growth objectives, Air Miles is launching several new businesses including agency services to their sponsor companies.New internal agency created - taking back services that had been outsourced before and also attempting to serve new external clientsNeed to develop agency operating model from ground up: strategy, process, people and technology

CHALLENGES

Conduct marketing resource management diagnostic:Understand current marketing business requirementsDefine the “to-be” operating model for the agency and identify critical process, organization and technology componentsEvaluate technology solutions to support planning, budgeting, production activities, performance management, asset management, etc.Assess organization readiness and create change management protocolsCreate overall roadmap for powering up the internal agency creating new capabilities over time and introducing enabling technologies

APPROACH

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Case Study: Winning With Social Marketing Strategy

The social marketing strategy

served as key point of difference in HBF’s contract

wins at SLC, LAX and ATL airports – representing over $85 million in new

revenues for the company

Implementation of the strategy has driven enhance

passenger satisfaction,

improved speed of service and 15%

growth in same store sales

Hojeij Branded Foods (“HBF”) is a boutique company specializing in Airport Food & Beverage Concessions Development & Operations and manages contracts at the nation’s top airports. The company has built a reputation as one of the most respected Airport concession operators based on a clear strategy of delivering quality, value and speed of service

BACKGROUND

RESULT

HBF needed to develop a point of difference for how they would use social media and marketing tools to enhance the passenger experience while increasing same store sales and profitability over time. Key strategic questions included: • How do our target passengers connect with each other, interact,

learn and make choices about dining experiences at the airport?• How can we reach our target passengers with relevant, timely

offers; simplify ordering and payment; increase store sales and build passenger loyalty?

• How do our target passengers rate their dining experiences with our stores, with our competitors’ stores and in the context of their overall airport experience?

CHALLENGES

Using TopRight’s BuyWay approach, an innovative, integrated social marketing strategy was developed. With a phased implementation plan, HBF built momentum and a following with passengers at their stores through a series of successes - starting small and growing in complexity and value. Closely tracking and monitoring the impact of social marketing initiatives on passenger experience and store performance enables us to quantify social marketing ROI, quickly refine our strategy to optimize performance of HBF-operated stores, and share success stories and best practices with the airport authorities

APPROACH

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Case Study: Optimizing Raving Fans Loyalty Program

Determined the impact (lift) of every

dollar spent on marketing &

advertising (by medium) on

product sales

Quantified the impact of

seasonality, macroeconomic

conditions, type of store, Customer

service, weather, etc on product

sales

Recommended changes to the 2008

campaign to optimize marketing

spend effectiveness

Chick-fil-A is a fast food chain with over $2 billion in sales and a major presence in the southeastChick-fil-A runs a wide gamut of marketing/advertising campaigns at a national and local level (e.g., TV, radio, out-of-home, sports sponsorships, discounts & giveaways, community outreach events, sampling)

BACKGROUND

RESULT

Chick-fil-A wanted to understand the impact of each marketing/advertising medium on product sales (by unit type, product type, geographical location and season) to better allocate their marketing spend in the future for optimum impact on sales

CHALLENGES

Collected, cleansed and loaded into our database 300 million rows of data on daily Chick-fil-A sales by product (item) and location for the previous 5 years. Also loaded data on every single marketing campaign that was run (TRP’s)Ran the data through our proprietary spend effectiveness data to measure and isolate the effect of each marketing and non-marketing driver (e.g., type of location, macroeconomic conditions, season, time of year, operator type, etc) on product salesDetermine SIR (sales to investment ratio) for every marketing/advertising medium

APPROACH

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Case Study: Enhancing Brand Experience for Growth

Upgraded Arby’s brand experience

Developed promotional strategy

aimed at target segments

Developed segmentation

approach and defined target

Develop a plan to increase national

advertising

Improved the in-store experience

Shifted from product development to

category and lifecycle management

One of the leading fast food chain s in the USArby’s wanted to grow yearly revenue from 2.4% to 10% on line with their competitorsHistoric growth had been fueled by promotional activity including coupons, bundle offers, and limited time offers

BACKGROUND

RESULT

Arby’s was struggling to create profitable demand at both the consumer and franchisee levels. It had a “sleepy brand”Historical Arby’s roast beef sandwich positioning hurt by general trend away from beef to other perceived “healthier” or “fresher” productsNewer concepts such as Quizno’s and Subway were growing rapidly

CHALLENGES

Conducted qualitative and quantitative research to identity growth opportunitiesEvaluated list of growth options

• Potential economic market value• Brand equity transfer potential• Organizational capabilitiesDeveloped growth strategies

APPROACH

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Customer Service, Marketing, Operations

Case Study: Improving Customer Experience

Ability to focus potential product

and service offerings based on

target Customer purchase attributes

Improved cost-benefits analysis

related to large capital expenditure

areas

Enhanced Customer

experience and improved

satisfaction ratings

RESULT

Delta was striving to improve the Customer experience from ticketing to destination, with an emphasis on the in-flight experienceDelta was also working to regain their Customer service leadership in the industry

CHALLENGES

Conducted a Customer satisfaction and brand experience assessment, identifying key drivers of Customer satisfaction and Delta performance on each driverEvaluated opportunities to modify Customer service experience with consideration of:

• Fit with Delta brand and target Customer segment purchase attributes• Delta’s ability to differentiate service relative to competitive offerings• Operational and organizational impact of potential offer• Financial costs and potential returns on required investments

Developed strategies for enhancing Customer satisfaction that included:• Streamlined online reservations• In-cabin technology such as television, games, telephones, etc.• Complaint and dispute management process

APPROACH

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Delta Air Lines offers Customers service to more destinations than any other global airline with Delta, its Northwest subsidiary, and Delta Connection carriers service to 368 destinations in 66 countries. They wanted to ensure a high industry standard of Customer satisfaction.

BACKGROUND


Case Study: Developing Retail Expansion Strategy

Identified target consumer segments

and occasions

Determined that one of brands was not

well suited to Japanese market

Developed “own the zone “ apparel

category to focus on

Category focus strategy was extended

globally

Established store expansion strategy to

add 150 stores and grow revenues to

$500 million in 4 years

RESULT

US apparel manufacturer wanted to develop entry and expansion strategy for Japanese marketNeeded to include differentiated approaches for GAP, Banana Republic and Old Navy brands

CHALLENGES

Conducted comprehensive market research related to Japanese consumers, competitors and potential geographic marketsConducted focus groups, quantitative research and competitive analysis Recommended apparel categories where GAP could “own the zone” within the Japanese marketVisited high potential geographic markets to assess consumer traffic, competitor locations and benchmark retail sales productivityDeveloped specific strategies for market entry and expansion that included:

• Target customer segments and apparel occasions• Brand positioning relative to international and domestic apparel brands• Retail store locations by brand within key markets• Product design and target specifications regarding color, quality, etc.• Desired print advertising vehicles and key message content• Multi-year retail expansion strategy by brand• Pro-forma financial statements

APPROACH

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Gap Inc. is one of the world's largest specialty retailers, with more than 3,100 stores and fiscal 2008 revenues of $14.5 billion. Gap has stores throughout the United States, as well as in Canada, the United Kingdom, France, Ireland and Japan and world headquarters based in the San Francisco. More than 150,000 employees around the world support Gap.

BACKGROUND


Case Study: Moving From A House Of Brands To A Household Brand

Increased focus on direct sourcing and

proprietary brands led to improved quality,

shortened lead times, and reduced product

costs

Focus on retail stores led to increased sale

closure rate and higher average tickets

Focus on expansion within existing

geographies allowed targeting of fast-growing markets with established

brand name Improved

marketing, targeting and

positioning led to increased quality

of traffic

Founded in 1885, Havertys is a full-service home furnishings retailer with over 120 showrooms in 17 states in the Southern and Midwestern regions of the U.S. providing its customers with a wide selection of quality merchandise in middle to upper-middle price ranges.

BACKGROUND

RESULT

•Furniture industry is fiercely competitive with many competitors closing, consolidating, or refocusing.

•Industry wide gross margins had dropped more than 6% over 10 years

•Retail furniture sales were growing at roughly half the rate of overall residential furniture sales through all channels

•To remain competitive, Havertys needed to refocus and redefine its competitive strategy

CHALLENGES

Defined nine major strategic areas to reposition Havertys in the marketplace:

Strengthen retail store as primary sales channel & grow share and sales productivity by realigning store operations around the customer

Increase gross margins by improving product mix and pricing Leverage existing infrastructure to reduce SG&A costs Develop specific strategies for key markets like Atlanta and Dallas Strengthen Havertys as a value-oriented brand within existing

product categories Create a direct sourcing capability Deliver store growth with a focus on existing geographies Improve marketing & advertizing to increase quality of traffic Reevaluate target consumer, marketing and brand positioning

APPROACH

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Case Study: Transforming Marketing In The Retail Industry

Consolidated information across all production jobs

into one central repository

Gained organization-wide reporting

capabilities across all programs and

initiatives

Facilitated the delivery & collection

of review materials & approvals to outside

agencies

Tracked the production and

delivery of loyalty items to gain

lifecycle-oriented views into program

execution

RESULT

•No centralized management of the thousands of marketing and promotional items produced each year

•Inability to effectively collaborate and share production materials with outside vendors (agencies, printers, etc)

•Immediate problem: a new customer loyalty program was targeted to be launched without any supporting (or enabling) information systems

•Inability to track production of reward-based promotional items over time and therefore no “lifecycle-oriented” reports regarding program execution

CHALLENGES

•Define Program and Job Jackets to manage all production efforts•Leverage Workflow Manager to enforce structured processes for the

production of all marketing items across all types of materials•Ensure that all production materials are properly categorized into a

hierarchical structure to facilitate alignment to Programs, Objectives & Strategies

•Provide outside vendors with secure access to relevant job, milestone and review-related information

•Use Digital Asset Manager to manage the release and availability of published marketing and promotional items

APPROACH

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Established in 1962, Kohl's has quickly become one of the nation’s largest retailers. Based in Menomonee Falls, Wisconsin, Kohl's is a family-focused, value-oriented, specialty department store offering quality exclusive and national brand merchandise to the customer in an environment that is convenient, friendly and exciting.

BACKGROUND

http://www.kohlscorporation.com/AboutKohls/AboutKohls01.htm


Case Study: Transforming Marketing In The Retail Industry

Gained real-time visibility into the 300+ packaging

jobs being executed at any

given time

Gained visibility into compliance

and audit trail data on vendor

adherence to brand standards

Formalized a structured

packaging process that reduced rush

jobs and streamlined the

packaging processes

RESULT

•Inconsistent delivery and management of brand and packaging standards to 900+ vendors worldwide, particularly in the pacific rim

•Increasing volume and complexity of packaging activities•Little visibility across all packaging jobs for status and resource management•No way to centrally manage work-in-progress packaging materials

CHALLENGES

•Leverage Workflow Manager to enforce a structured process for the distribution of marketing materials to vendors and the collection and approval of packaging layouts from vendors

•Create a compliance mechanism to ensure vendors adhere to stated guidelines

•Use the Digital Asset Manager to manage a library of packaging materials, including both work-in-progress and finished documents

•Define Job Jackets to define and manage all Jobs in the packaging group

APPROACH

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With fiscal year 2008 sales of $48.2 billion, Lowe's Companies, Inc. is a FORTUNE® 50 company that serves approximately 14 million customers a week at more than 1,700 home improvement stores in the United States and Canada. Founded in 1946 and based in Mooresville, N.C., Lowe's is the second-largest home improvement retailer in the world.

BACKGROUND


Case Study: Creating A High Performance Organization

Hired first class marketing talent

into critical roles

Developed internal capabilities to

conduct market research, develop brand positioning and create robust

marketing strategies

Creating consumer loyalty programs

aimed at increasing frequency, driving c-store traffic and growing revenue

and profit

RESULT

• To drive convenience store growth, RaceTrac needed to develop internal marketing skills that they lacked.

• Capabilities to build the brand, drive traffic to the store and enhance the customer experience were particularly important to continued growth and success

CHALLENGES

TopRight worked with senior management to develop a high performance marketing organization:

•Assessed client strategic marketing competencies across brand management, category management, merchandising, promotions, local marketing, consumer insights and analytics capabilities

•Performed a gap analysis and then designed new strategic marketing processes, developed consumer insights and analytics strategy, designed a performance management system, identified key technology enablers, and restructured the organization to close critical gaps

•Assisted the senior executive team in identifying, screening, interviewing and selecting prospective employees to fill strategic marketing, merchandising and analytics positions in the new organization

APPROACH

®

RaceTrac had grown from a small family gas station operator to a multi-billion company with 525 gasoline convenience stores in 12 states. While gas had initially been the primary source of revenue and profit, convenience store sales had become increasingly important. Company wanted to develop capability to market and operate world-class retail stores

BACKGROUND


Case Study: Developing Consumer Insights

Client gained detailed understand of areas

critical to driving expansion strategy,

including:Bijoux Terner’s five primary consumer

segments and which ones should be their

primary and secondary targets

Key drivers of shopping behavior for

each segmentDifferences between

domestic and international shoppers

Differences in shopping behavior

between airports, casinos, and outlets

Bijoux Terner is a specialty boutique specializing in women’s and men's fashion accessories at the $10 U.S. or €12 price pointOperates more than 550 boutiques in travel destinations including hotel and casino resorts, cruise ships, airports, and train stations in over 60 countries on 6 continents

BACKGROUND

RESULT

Bijoux Terner needed to gain a better understanding of their customers, including:• Who are they? What are their attitudes toward shopping and

accessories? • Where do they shop? Which type of Bijoux Terner store? Who else are

they shopping?• How often do they shop? • How do they shop?• What are they buying and why are they buying it?• Are the buying for themselves or for others?

CHALLENGES

Defined and profiled Bijoux Terner’s customer segments including: demographics, geographics, uses, shopping occasions & behaviors, preferences & attitudes, reaction to different pricing strategies, prioritization of concepts and attributes, and other general consumer attributesDefined consumer brand perceptions for Bijoux Terner and its competitorsSynthesized findings & implications for U.S. market expansion strategy

APPROACH

®


Case Study: Building A Brand From The Ground Up

Opened store on time as promised.

Successfully launched

ecommerce site on time as promised.

Store exceeded 1st quarter sales

targets by 35%.

TopRight developed the SharpMart brand and assisted with the launch of the pilot store in Louisville, KY:

BACKGROUND

RESULT

• Build the Brand & Store Marketing Infrastructure• Develop brand-level marketing materials & standards• Generate local awareness of the concept store opening (in Louisville, KY) • Launch the New Store & Execute on Grand Opening Drive traffic to new store

for its grand opening. Create buzz and "happening" surrounding the new store opening

• Press media & content standards• Press release content• Local media stories (e.g. informational pieces regarding the upcoming brand and

store)• Announcements (e.g. to local organizations)• Community outreach materials• Sponsorships and relationship materials for local organizations• Store Associate marketing materials and training kits (regarding marketing

standards and messaging)• Signage artwork, standards and templates• Brand brochures, in-store display templates, promo/deal call-out templates• Direct Marketing procedures, protocols, training guides and templates• FSI templates• Radio strategy and deployment plan• Website Development: Website design and development (including static,

dynamic and simple data collection capabilities)

APPROACH

®


Example Go-To-Market Initial Offering

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Create near-term joint entry opportunities at high levels within target clients Rapidly convert prospects to customers for our partner and create incremental

consulting work for TopRight

Offering

Objectives

Strategic Opportunity Assessment Report (SOAR) - A short-term, low-cost consulting engagement led by TopRight that generates a compelling case for action, crystallizes the value proposition and accelerates the decision making process

Outcomes

Client Value

SituationAssessment &DestinationPlanning

Marketing Process & Data

Analysis

• Brand situation assessment

• Alignment with strategy and destination statement

• Marketing performance findings

• Improvement opportunities

• Marketing process findings & recommendations

• Data gaps & sources• Recommendations for

applied technologies

• Case for our partner’s solution with supporting evidence

• Summary of 3 phases• Planning and

implementation framework

• Strategic context• Role of marketing• Current business factors• Desired goals & state

• Targeted “pain points”• Client voice• TopRight insights &

benchmarking

• Identifies precisely where EMM can help

• Data integrity and comprehensiveness

• Prioritized strategic opportunities

• Solution addressing pain points and linked to strategy

• Estimated benefits

Marketing Performance Assessment

PhasesCase for

Action


TopRight Leadership TeamDave Sutton is a leading authority on how to plug 21st-century strategic marketing techniques and enabling technology into businesses to drive performance. Dave delivers a truly unique package of credentials and expertise: blending the art of a marketer with the science of an engineer and the business acumen of a former public company CEO. Dave co-authored Enterprise Marketing Management: The New Science of Marketing. This ground-breaking book puts ROI at the center of everything Marketing does by enabling companies to create sustained, profitable, organic growth.Global 2000 organizations seek out Dave to help them develop compelling marketing and sales strategies to grow their businesses. His clients have included organizations such as: Alstom Power, American Red Cross, Boeing, Coca-Cola, Delta Airlines, Eli Lilly, Georgia-Pacific, Kimberly-Clark, Microsoft and Miller Brewing.As a strategic marketing thought leader, Dave is a widely quoted authority on growth and marketing strategy, operating strategy, marketing execution and marketing technologies. Dave appears regularly as a marketing expert on Fox Business News, Fox and Friends and Neil Cavuto – Your World. Industry analysts such as Forrester Research, Gartner Group, AMR Research, and mainstream publications such as Fortune, Forbes, Business 2.0, CEO, and The Advertiser regularly look to Dave for strategic marketing insight

Guy Nielsen is a former Fortune 200 Chief Marketing Officer who brings high impact and practical marketing solutions to help his clients drive business performance. He has a track record of transforming and revitalizing marketing and communications for some of the world’s best known companies.With significant international experience including long-term assignments in Europe and Latin America, Guy has the know-how to successfully develop and deploy global marketing and communications strategies and rally large, diverse teams around a common cause.Guy is also forerunner when it comes to measuring marketing value, having implemented award winning dashboards and scorecards to demonstrate marketing’s impact on business results, brand, and employee engagement.

Mark Landi is an insightful management consultant, sales and marketing executive and proven business leader. He has more than 20 years of executive and leadership experience, serving in executive and senior-level roles with Fortune 100 and other prestigious companies such as Booz-Allen & Hamilton, IBM, IBM Consulting Group, Oracle, and several entrepreneurial and startup companies. Mark has deep expertise in developing, leading and implementing business growth and efficiency strategies, through marketing and sales strategies, go-to-market planning, and the effective application of enabling technologies for sales, marketing and CRM initiatives. He delivers a unique package of experience and expertise, with the business acumen of a senior executive in a public company, practical experience in building and executing sales and marketing initiatives, and knowledge of the technology sector as a computer scientist..

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Contact Us

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TopRight, LLC11921 Freedom DriveSuite 500Reston, VA 20190

Mark LandiManaging Partner

Office: 678-384-6700Mobile: 703-625-7421Email: [email protected]



Contact Us

Dave SuttonPresident & CEO


33

TopRight, LLC TopRight, LLC3290 Northside Parkway 11921 Freedom DriveThe Forum, Suite 150 Suite 500Atlanta, GA 30327 Reston, VA 20190





Contact Us

Guy NielsenManaging Partner

Mobile: 703-462-3231Email: [email protected]

34

TopRight, LLC11921 Freedom DriveSuite 500Reston, VA 20190


Mobile: 703-625-7421Email: [email protected]



Contact Us

Dave SuttonPresident & CEO

678-384-6701

[email protected]

35

TopRight, LLC TopRight, LLC3290 Northside Parkway 11921 Freedom DriveThe Forum, Suite 150 Suite 500Atlanta, GA 30327 Reston, VA 20190

Guy NielsenManaging Partner

703-462-3231

[email protected]


703-625-7421

[email protected]


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