HKCBA Visual Identity Refresh (2013)
Situation: The Association's visual identity has remained unchange since its founding in 1984. An aging brand identity makes the Association look dated and irrelevant to the needs of its target audience today.
Challenge: The application of HKCBA's visual identity elements are not consistent across the Association's eight regional chapters. Change management is a challenge, as willingness to adopt new visual identity elements vary by each section.
Result: Engaged the assistance of a graphic designer to update the visual identity and developed standards and guidelines to ensure all sections adhere to the guidelines.
Strategy and Branding
HKCBA National Strategy Update (2014)
Situation: The Association celebrated its 30th anniversary in 2014 and needed a strategy to help the national organization (along with its regional sections) address the following areas: branding, governance, communication and administration.
Challenge: The regional sections operate independently on a day-to-day basis and do not always communicate with each other, causing communications silos as a result.
Result: The national strategy empowered the national office to provide adminstration oversite of sections and has final decision making powers with respect to governance, finance and administration, while providing support to regional section's day-to-day operations. In this plan, the national office has the power to update the Association by-laws, mission statement and provide overall marketing support to the sections.
Hatch Global Ports and Marine Terminals Business Unit Go-to-Market Strategy (2012)
Situation: Hatch's Global Ports and Marine Terminals BU was a newly developed unit. Prior to 2010, each region had an individual approach to business development as well as management of projects and resources.
Challenge: Inconsistent performance across all regions due to changes in management as well as changes with the local region's economic conditions. Some markets are more mature than others.
Result: The development of a global go-to-market strategy enables the firm and the business unit to view business development opportunities and workload holistically. It also allows project managers to better manage interregional worksharing opportunities.
Deloitte Oracle Alliance ROI Playbook (2011)
Situation: Deloitte's Oracle Alliance practice has been questioning the value of its marketing investment in activities which support their business development as well as the relationship with the firm's top alliance partner.
Challenge: The practice received numerous marketing requests from various sources throughout the year, some of which were not planned, causing disruptions in its fiscal marketing budget. A business case reflecting ROI in its marketing investments would enable senior management to understand the value of our market spend in terms of furthering client relationships which leads to generating more business.
Solution: The internal playbook was developed based on three years of marketing investment data which was monitored against client participation and sales pipeline activity. The results led to the creation of the Alliance Influence Credit, which demonstrated to senior management the value which an effective alliance relationship provides to furthering business development, converting leads to deals.