Largest local contractor had not dealt with company for years. This represented nearly $900K annual business. Contractor was unhappy with previous experience. It would be necessary to earn contractor’s business.

Monthly meetings with five largest local contractors were held during six-month period. Company represented less than 10% of each contractor’s business. Identified concerns of individual contractors and discussed changes to be implemented. Process led to largest contractor signing $5K order. Captured 60% of largest contractor’s business within three months.

Major customer dropped company to secondary supplier, resulting in 60% drop in share. Account managed by independent representative. Representative received 5% commission and frequently requested lower pricing to maintain account.

Acquired client as direct account and made one-time payout to independent representative. Established account team assigned to customer as top priority. Presented to purchasing manager responsive approach to service.

Achieved $900K increase in sales. Company returned to preferred supplier status in six months capturing 80%+ of business and meeting revenue goals 12 months earlier than anticipated.

First assignment as marketing manager was to run company’s national sales meeting. This included setting theme and agenda, hosting, arranging speakers, and planning R&R. Meeting was scheduled three months from start date. Meeting is highly anticipated and major annual event for organization. Little was known about organization. Limited information was available regarding meeting participants.

Meeting theme was "The Right Stuff"—understanding customers’ needs and having “The Right Stuff” to excel and differentiate company’s core competencies from competition. Essence of meeting was customers and key influencers (architects). Highlight was professionally moderated focus group with six national glazing contractors and six prominent architects.

Numerous compliments were received regarding meeting. Many said it was most informative sales meeting ever. Successful, high-profile event motivated sales force and helped attain personal respect within organization.

Developed distribution channel for new line of construction sealants for various construction trades: plumbing, glazing, tile, and Heating Venting and Air Conditioning (HVAC). Challenge was to show distributors value and profit potential of branded product.

Strategy included market research, focus groups, strategic planning, channel evaluation, and personal interviews. Negotiated license agreements with selected trade distributors and provided unique supportive marketing program.

Generated $150K in new sales in first year, establishing ten new trade distributors in mid-west. Tactical approach was successful in developing new platform for program to succeed by establishing key distribution partners.

Effective sample program is critical in glass industry. Company had ineffective sample program that poorly represented the organization. Company and its availability of samples were not positioned in architects' offices to be considered for project specifications. Organization included more than fifty independent glass fabrication locations; producing samples was time consuming and costly for all involved. Individual plants had no incentive to contribute to national program.

Benchmarked sample programs of industry leaders. Met with numerous companies and individuals to explore and evaluate options. Worked with ad agency to redesign, package, and label individual samples and sample kits. Retained outside firm to produce and ship samples to end users. Created new nomenclature system for glass specifications and customer service center to handle sample requests. Online ordering was established to create user-friendly option to request samples.

Created one of best glass sample programs in industry. Samples were high quality with strong brand message aligned with overall branding strategy.

Needed to introduce new, fire-resistant wall system to market. Product awareness with architects was low to non-existent with no sales or product specifications. Product introduction schedule left little time to raise awareness through conventional approaches.

Developed promotional blitz on top 25 architectural firms in market. Presented benefits and features of new product system with senior technical representative to each firm. Achieved $200K in new sales. As a result of promotional blitz, six new projects were specified and used on local projects. Promotional blitz helped launched the product locally and create product acceptance in market.

Business from strategic customer representing $5M in revenue was in jeopardy. Customer requested value-oriented proposal versus traditional price-incentive package. It was necessary to create and present proposal within one month to maintain business. Retention of account meant significant change in business practice.

Cross-functional team was formed, including sales, technical, and marketing personnel. Comprehensive proposal was created to address pricing, technical support, new product development, and marketing support. Proposal included developing joint marketing teams with the customer to proactively pursue growth segments.

Acceptance of proposal and retention of account led to maintaining 100% of business with $1M increase in revenue. Ultimately became company’s most strategic customer.

Three world areas of company did not share global brand, consistent message, or unified communication strategy and tools. Each area had differing needs, requirements, and personal preferences.

Cross-functional team was tasked with evaluation process. Team goal was to create unity and consistency within global operation. This consisted of meetings, teleconferences, and ongoing email communication. Team achieved consensus on formats, brands, and product information across three world areas.

Unified brand and message were developed with template for each world area to use on all communications tools. Template was tailored for flexibility in information, graphics, and illustrations.

Hurricane benefits of laminated glass needed unique promotion to increase sales in residential and commercial markets. Company had limited resources for initiative. No direct sales personnel were involved in hurricane market.

Public relations campaign was developed that focused on architects, builders, and homeowners. Series of promotional events were executed including published interviews and donation of products and services for prominent Chamber of Commerce building. Glass was promoted in segment on HGTV and television interview with company personnel. Plant tour was initiated. Articles were published in The Wall Street Journal, a glass magazine, and presented at a series of architectural symposiums. Promotional activities led to $1M increase in sales for hurricane market during two-year period.

Existing marketing team of six people reported indirectly to commercial marketing manager. It was necessary for this team to work effectively and cohesively. Majority of strategic decisions were made by team consensus. Individual participation of each team member was crucial for team to be highly effective.

Individual team members possessed key information and each person’s insight and recommendations were regarded in decision-making processes carried out by team. Team- building seminar was held to encourage effective team function. Team functioned for three years making decisions by building consensus.

Consistently working toward goals of team building and consensus building, team proved efficient. Urging individuals to share experience and expertise with team proved productive.