Direct 2.0

Aetna: Successful product launch and roll-out

Challenge:

Aetna sought to build a portfolio offering (health, dental, pharmacy, vision, etc.) for individuals and families to capitalize on changes in the healthcare insurance category. DVI was asked to help develop a financially sound launch and expansion plan covering all channels of distribution, both direct and third-party.

Solution:

Teamed with Aetna’s Strategic Marketing Group, we assessed the business environment, consumer wants and needs, the competitive landscape and internal capabilities. We developed a comprehensive marketing strategy, a multi-channel go-to-market plan (DRTV, print, DM, email, key word search, events and guerrilla marketing), an internal infrastructure roadmap and high, medium and low ROI projections.

Outcome:

Our initial pilot exceeded expectations upon which a rapid expansion plan was created, in phases, to allow for careful control versus test experimentation. Over time, coverage in 30+ states has been achieved meeting business objectives for both effectiveness (# of members acquired) and efficiency ($ cost per member).

IBM: Plug and play blueprints for success

Challenge:

IBM’s complex integrated solution and simple product marketing and sales required structured processes to optimize conversions. At the same time, increased importance of social media required integration of new channels within the marketing and sales mix.

Solution:

We documented ibm.com infrastructure and processes, met with solution and product owners, visited ibm.com’s tele-web sales centers and interviewed select business partners. We then created go-to-market templates, including online and offline tactics, covering both complex solutions and simple product offerings for large, medium and small businesses.

Outcome:

Using a “build once / use many” approach, we populated each blueprint with content creating six unique pilots that were measured on speed to market and expense to revenue (E/R) ratios. Our blueprints are used across ibm.com’s solutions and brand/product organizations. Note: Exhibit shows first phase of one of six blueprints created; confidential details have been omitted.

Pitney Bowes: Improving awareness, attitudes and usage

Challenge:

Pitney Bowes required an up-market strategy to reach Fortune 500 C-level executives to raise awareness and improve perceptions of the brand. Best known for its core offerings, these targets were generally unaware of the company’s new strategic direction and executive thought leadership.

Solution:

DVI conducted a comprehensive audit of similar brands and their use of thought leadership programs and document key CEO, COO, CFO, CMO, etc., wants and needs. We created Pivotal Thoughts, a quarterly peer-to-peer publication in analog and digital versions and a campaign for the Harvard Business Review. To support these programs, we helped build and validate a C-level contact database.

Outcome:

Using pre- and post-measurements, we achieved a remarkable 80% recall amongst the C-level executives we targeted (5X gain). Longitudinal tracking of key AAU (awareness, attitudes and usage) measures over time showed improvements that created a more fertile environment for enterprise-level consultative solution sales. 

Aerotel, Ltd.: Successful product re-launch and roll-out

Challenge:

When Aerotel Ltd., an award-winning medical device manufacturer, first introduced MDcure, its unique FDA listed Pulsed Electromagnetic Field (PEMF) therapeutic massager, it encountered difficulties competing with less effective Transcutaneous Electrical Nerve Stimulation (TENS) devices promoted heavily on late-night TV by celebrity spokespersons and available on many pharmacy shelves at a lower price.

Solution:

DVI designed and is now implementing the company’s go-to-market strategy and is responsible for U.S. operations, marketing, sales, fulfillment and customer service. Routes-to-market include medical professionals (MDs, DPTs, DCs), governmental (the VA and DOD) and direct-to-consumer (DTC) channels using a combination of direct, digital and social media marketing platforms.

Outcome:

MDcure and DCcure, the private labeled version designed for use and sale by chiropractors, is now being sold through a national network of distributors and sub-distributors, to VA and DOD medical facilities for use by vets and active members of the armed services and DTC to consumers suffering from chronic lower back pain. In addition, the device is now being used by professional sports team doctors on their athlete patients! While we’re just getting started, the forecasting models we’ve built project robust sales across all channels. 

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