FINANCIAL SERVICES
TECHNOLOGY & INTERNET
TELECOM
HEALTHCARE
CONSUMER PRODUCTS
GOVERNMENT
BUSINESS-TO-BUSINESS
NON-PROFIT
A 270+ year old publishing company was interested in creating a cable TV network and digital channel. The new venture would be composed of a linear cable/satellite broadcast channel, VOD programming, and an interactive online channel. LifeRoading executives conducted research, developed a business model, designed marketing and branding strategies, and helped the company's executives understand and navigate this new world.
One of the largest organizations providing products and services to millions of Baby Boomers (which controls 70% of all disposable income in the U.S.) found itself facing a significant relevance-gap with these consumers. What worked for them 10 and 20 years ago, was no longer relevant or appealing to new generations entering the 50+ market. LifeRoading executives worked to develop a brand revitalization strategy, communications, and marketing
One of the largest home healthcare companies wanted to grow by expanding to new U.S. cities. LifeRoading conducted demographic and psychographic consumer research, analyzed competitive data on various markets, helped determine the ideal markets for first phase of expansion, and then developed a market-entry strategy and plan for the firm.
A large non-profit organization wanted to create what would be their first for-profit joint-venture, a first-of-its-kind market research and big data company on the 50+ consumer market. LifeRoading execs identified the ideal JV partner (one of the top-3 global research firms), negotiated a JV working agreement, and created the business model and plan for the new venture.
In a maturing market, a global financial services firm that markets products through B2B distribution channels, wanted to introduce its new brand to end-user consumers. Working with the CMO and his team, LifeRoading developed a new brand strategy, narrative, consumer brand and communications campaign, an internal awareness program for thousands of employees and distributors.
LifeRoading executives were asked to help develop a communications strategy for a large Federal government agency responsible for overseeing and regulating product imports. The agency had created an innovative new imports regulation process and system, that needed to be communicated to foreign companies, importers, and counterpart government agencies in hundreds of countries. LifeRoading developed a global communications plan to launch the new system, provided training and counsel to the Federal agency executives and spokespeople, and an internal communications process for thousands of agency employees.
An international federal agency wanted to harness in-country information to expand global product safety and quality. LifeRoading executives working with client Subject Matter Experts, designed a new process, procedure and tool for capturing information, testing its reliability and sharing the resulting knowledge with relevant global parties. This enhanced preventive approach to public health protection enabled “greater understanding of risks, sooner, allowing us to respond faster.”
To create a true customer-centered culture, a top-tier financial institution required a comprehensive top-down approach. As a strategic partner, LifeRoading executives worked internally with corporate leaders to develop and implement a quality-based approach to managing work. Mission/vision were created and communicated. A structure and staff were developed. A set of internal facilitators were trained and supported. Processes were documented, metrics developed and data collection tools put in place, culminating in the first collective performance management system to track and report process performance across the organization.
One of the largest online service providers in the U.S. was entering new international markets in Asia and Australia. LifeRoading executives helped develop a market-entry strategy and marketing plans for each country, and conducted a series of digital marketing and communications campaigns at launch and in the months following.
A large federal agency embarked on a national revitalization effort to change the way work occurs and how personnel were supported. LifeRoading executives in collaboration with client Subject Matter Experts studied the workforce development process (hire-to-retire) and put in place recommendations shifting the organizational culture from one of crisis to a more proactive, quality-focused discipline; fundamentally changing all areas of the work environment: leadership, process, technology, structure, culture, and the capacity for change.
A consumer-based local agency needed to put organizational performance back in line with expectations. A Leadership Governance body was established and internal volunteers filled process teams to document/enhance the way work was done and performance tracked. A year after final implementation of recommendations our client reported not only the meeting of performance expectations but a continued collaboration across all areas of the agency resulting in an internal capacity to adjust to changing consumer demands.
A small non-profit recognized the need to reconnect with the changing needs of its members. A full organizational assessment was conducted. Information gathered from interviews, organizational performance data and membership expectations provided insights into the disconnection. Analysis revealed a strategic need to develop relevancy, better aligning the organizational priorities and structure with membership expectations; and a more tactical need for dedicated internal accountability. Implementation plans provided organizational leaders with a blueprint for regaining their relevancy.
