Case studies

We're business-first—meaning, we align our efforts with our clients' business strategy. What's the purpose of a pretty ad or a cute slogan or a clever turn of a phrase if it doesn't engage, move mountains or differentiate? And, let's face it, business is about results. So, take a look at a handful of our client case studies and their results.

Audi Diesel Oil Can Training & Sales Aid

Audi of America has been at the forefront of clean diesel car technologies for years. The Company was on the verge of launching a massive Super Bowl ad campaign that would have caught dealers off-guard on the subject, had they not been prepared. So we created this oil can training and sales aid.

We sent an oil can to dealerships all over the country. The kit included:

A coin-bank replica of an oil can, to illustrate the money-saving attributes of clean diesel technology
A deck of custom playing cards, each card featuring an amazing fact about Audi clean diesel technology
An informational sales aid with an overview of the technology and savings calculator
An introductory letter to the dealer explaining how to use the kit to increase sales and accurately respond to customers
A recycled-rubber band to hold the deck of cards, underscoring the sustainability of clean diesel technology

Results: All we were given was the idea behind the commercials, a modest budget and an open-minded client. What we returned was a deliverable that exceeded the client's expectations and target objectives, engaging and informing dealers and setting the stage for an effective consumer advertising campaign.

Zimmer Kinectiv Personalizer Campaign

The challenge: one of the world's leading orthopaedic implant manufacturers, Zimmer, Inc. needed to raise awareness for its modular artificial hip implant. The implant allows for an interchangeable neck portion to personalize the fit for patients and match specific anatomical differences, even in the middle of surgery. A personalized hip fit every time.

The product had launched a year earlier, and this campaign was to continue to raise awareness for the product and its uniqueness in the orthopaedic industry. Because surgeons use this hip to personalize the fit for patients, the Kinectiv Personalizer campaign allowed surgeons and their staff to create Kinectiv necks that fit their personalities. The campaign created a personal connection between them and the product and emphasized the product's personalization capabilities.

The campaign launched with a direct mail piece made of heavy weight cards. The first card was all about the science of the Kinectiv neck. The following cards contained punch-outs of the neck and assorted items of clothing, to make the hips look like the surgeons, their colleagues and staff. The punch-outs could be used for fun displays on desks and counters, but more importantly, they would keep the Kinectiv brand on display.

The second wave of the campaign consisted of an email reminding surgeons of the Kinectiv hip and neck system, and directing them to the Kinectiv Personalizer micro-site. A link in the email led them to the site, where they could personalize their neck online. Users were able to “save your neck” as a downloadable JPG, or print a PDF of their creation for display in their office or breakroom bulletin board. By incorporating a “send to a friend” link, the campaign became viral.

The micro-site also contained direct links to the Zimmer website, and to local sales associates, so that doctors could get more information on the science of Kinectiv and recent clinical data, as well as answers to their questions and ordering information.

The uniqueness of this campaign, especially for the orthopaedics industry, created substantial word-of-mouth exposure and awareness for the product.

Results: 30% open rate for the email campaign, with an email-to-microsite click-through rate of 30%. Considering the amount of contact and attention surgeons get from pharma and ortho companies, this was a significant response for a product that had already launched a year earlier.

Volkswagen Das Event Internal Brand Launch

The challenge: Volkswagen of America was preparing to move its headquarters from Detroit to Washington, D.C. At the same time, the company was rolling out a new brand strategy after 10 years of the successful 'Drivers wanted' campaign. All with a brand-new CEO and executive team. Volkswagen needed to engage employees, some of whom were making the move to D.C. and others who were being eliminated in the move.

So where did we start? We collaborated with their brand strategy team, including their agency of record and top executives. We needed to thank loyal employees who would not be continuing with the company, while engaging employees and sharing brand and product strategy.

We created 'Das Event,' an all-employee brand immersion session. Each of the key executives addressed the crowd, ending with a revealing of the new brand strategy and creative campaign. The session also included a surprise guest—Max, the vintage Volkswagen featured in the new TV campaign.

We ended the meeting with a celebration; employees were able to have their photo taken with Max and meet the famous voice behind him.

Six months later, after the move to D.C., we engaged all the new employees with a full-day brand and product immersion, including classroom activities, street drives and hot laps on a nearby racetrack.

Results: Volkswagen was able to ease the tension of a major change, thank loyal employees and engage and inform all employees on their brand and product. Based on pre- and post-event assessments, employees who attended the events had a 25% increase in brand and product knowledge.

2011 Chrysler Sustainability Report

The challenge: Chrysler has weathered many tumultuous years, changing hands several times and ultimately declaring bankruptcy in 2009. This led to a strategic alliance with Fiat, which acquired the majority share of Chrysler in 2011.

In Europe, Fiat is a leader in sustainable mobility, producing environmentally friendly vehicles and technologies that reduce emissions, waste and dependence on fossil fuels. Focus on the environment became part of Chrysler’s culture, as well, when LaBov & Beyond was brought in to help with its first-ever sustainability report.

Sustainability reports need to satisfy the requirements of the Global Reporting Initiative (GRI). The original assignment was for a 60- to 70-page report with a B-level rating. During the production of the report, however, the goal was changed to an A-level rating, which required more information be included, resulting in a page-count increase to 108. Jumping from a B- to an A-level was particularly ambitious for the company’s first sustainability report.

The Solution: Chrysler selected LaBov & Beyond to create its 2011 sustainability report because of our business communications and publications experience, as well as our ability to communicate what can be perceived as dry material in a very engaging way using infographics and stimulating design. While the report was being created, LaBov developed a prequel brochure that highlighted Chrysler’s achievements in 2010 and gave a glimpse into what readers would be seeing in the 2011 sustainability report.

Having never created a sustainability report before, Chrysler brought on PricewaterhouseCoopers (PwC) to advise on the detailed requirements and data needed for the report. They conducted a materiality assessment with various Chrysler stakeholders to determine what topics held the most importance and what weight each topic should be given.

LaBov & Beyond worked closely with the core sustainability team at Chrysler, as well as PwC, to determine the content sections that should be included in the report. LaBov conducted interviews with key constituents and senior leadership to gather information for each of the following sections:

Overview
Product
Environment
People

We then helped craft meaningful stories around each sustainability topic within the report, and we brought on a sustainability writing expert with high-level familiarity with the GRI requirements to offer key insights and copy direction.

Volkswagen Das Auto Owner Magazine

Das Auto Magazine is Volkswagen's owner publication, sent to millions of Volkswagen owners and dealerships in the United States. For nearly 15 years, LaBov & Beyond has produced the magazine with the mission of affirming owners' existing connection with the Volkswagen brand and growing the loyalty they began at the time of purchase. LaBov & Beyond brings strategic, creative and thorough execution, an optimized process and an experienced team that produces the magazine from start to finish in a way that is nearly effortless for the client.

Over the years, the magazine has evolved to meet the changing needs and desires of the Volkswagen brand and its owner base. LaBov & Beyond continues to drive changes in both the content and format to keep the publication relevant and intent on its mission.

Results: Increased repurchase rates measured through sales match-backs. A dealer approval rating of 96%. Over 83% surveyed said receiving the magazine increased their loyalty to the brand.

FootJoy University Online Training University

LaBov & Beyond developed FootJoy's first-ever online retail training initiative, FootJoy University, an online resource for retail salespeople. We began by conducting a comprehensive training needs analysis. We interviewed corporate and field employees of FootJoy and conducted store visits and telephone interviews to learn from store owners, merchandising managers and retail salespeople at stores of all sizes—from golf club pro shops to the big box stores. We also surveyed FootJoy customers to learn about their shopping experiences and purchase decisions.

We discovered that FootJoy is a true passion brand. They enjoy a tremendous loyal following, but were vulnerable to lose market share to competitors who were doing a better job of reaching the younger demographic. We also learned that market share is directly influenced by the recommendation or engagement of the hourly, part-time shop clerk or salesperson. Their knowledge, or lack thereof, directly influences the sales and profitability of FootJoy shoes, gloves, socks, outerwear and accessories. The best marketing and advertising were forgotten on the sales floor—a share-of-mind and share-of-shelf-space challenge at the retail level.

FootJoy University was a way for FootJoy to reach out directly to shops and retail salespeople. Users take part in online web courses and are incentivized with discounts on FootJoy products. A brand that engages them, takes the time to train them on their products as well as their competition, and rewards them with product, is a brand more likely to be sold. FootJoy doesn't own or control their sales channel, but FootJoy University gives them the opportunity to directly influence that channel.

Results: FootJoy's market share increased 8%. Thousands of retail salespeople became certified and engaged in FootJoy products.

Evinrude Stroke of Genius Online Training Module

For many years, marine and boat dealer personnel have been trained to sell the advantages of four-stroke technology. Consequently, the perception is that four-stroke technology is the dominant and only technology meeting government-mandated emissions standards. The Evinrude E-TEC, a two-stroke outboard engine, is new and unique in the industry. Not only does the E-TEC have lower emissions than the four-stroke, but it's also easier to operate and maintain—an attribute consumers demand most.

To shift dealer and owner perceptions, LaBov built a 30-minute, media-rich presentation for Evinrude sales reps to execute in dealerships across the country. The presentation serves as the prerequisite to supplemental online learning modules and enrollment in the rewards program (also provided by LaBov).

To earn rewards, certified salespersons report E-TEC sales online through the LaBov-built system. Accumulated points can be spent on E-TEC-branded wearables, accessories, recreational equipment and other items.

Results: Of the sales associates who completed training and were certified, 73% achieved their sales goals; of those who didn't take the training, 67% did not achieve their sales goals.

Business Aviation Social Media Campaign

Business aviation took some serious PR lumps beginning in 2008, when executives of bankrupt automotive companies – asking for a federal bailout before Congress – flew private jets from Detroit to D.C. The problem was that business aviation as a whole was now perceived as an elaborate perk of fat-cat jetsetters.

Companies canceled plane orders, sold jets for pennies on the dollar, laid off pilots and hid their aircraft, which only exacerbated the problem.

We operate a business jet, and like most jet operators, we don't use it frivolously. We use it to earn our clients' business from all over the country. So we wanted to stand up for ourselves and other companies like ours that use business aviation as a valuable tool.

We created TruthAboveTurbulence.com, a website that allowed pilots and business owners to share positive aviation stories. There were no press releases—we wrote blogs, tweeted and talked—on CNBC, Fox Business, Fox News, The Financial Times, local news and numerous other media.

Results: Using social media exclusively, we generated the paid media ad equivalent of more than $1.5 million of exposure without writing a single press release.

Audi Sales Training Product Launch

The new Audi A4 sedan was a vast improvement over its predecessor—an all-new platform with an array of new technologies. It made the vehicle great and also presented a sales challenge—how to explain all the new features in a way that resonates with customers and is easy to understand?

LaBov created a simple and memorable method to do exactly that—3D Selling. Based on three core attributes the Audi brand is known for—Design, Dynamics and Differentiation—Audi brand specialists were challenged to create their own "word tracks" that incorporated the three "Ds." To support the concept of 3D selling, participants were supplied with special workbook folders, press quotes and fill-in-the-blank worksheets, allowing them to refine their "3D sales skills."

3D selling was incorporated throughout the training from start to finish. Participants completed three online pre-learning modules before the on-site events, and the winners of the competition for best use of 3D selling statements were given a 3D View Master with actual 3D images of the new Audi A4 on the disc.

Results: The training was so highly rated by Audi dealer sales participants that we were asked to create a corporate employee immersion session as well. To ensure ongoing success, numerous job aids were created leveraging the 3D selling paradigm, including the model updates across the entire Audi product lineup.

Volkswagen IQS Owner Consumer Communications Campaign

Volkswagen's German-engineered products were loved by owners but often misunderstood. Many of the feature operations were not intuitive for U.S. consumers, resulting in very low Initial Quality Study (IQS) scores by J.D. Power and Associates. Volkswagen was at the bottom of the industry.

LaBov was asked to create a campaign that engaged and informed owners. We developed a creative theme that included a German engineer who was a little too obsessed with Volkswagen products and needed the help of an American psychologist. The fun and humor of the campaign engaged owners and pulled them into the informational feature operations.

The video was delivered via a website where the most problematic difficult-to-understand features were explained via video clips and printable instructional diagrams. Owners were driven to the website via direct mail postcards and an email campaign customized to their specific product. Users could even text videos to their smart phones if they preferred viewing them in their cars (not while driving, of course).

We developed metrics to measure our success beyond open rates and click-throughs, and we allowed owners to comment on each video and rate its helpfulness.

Results: Over the four-year duration of the award-winning campaign, Volkswagen's IQS scores jumped from the bottom of the industry to the industry average—a record-breaking 48 points on the J.D. Power and Associates surveys. It was the greatest improvement in the study's history.

Brotherhood Mutual Insurance Brand Development & Launch

Brotherhood Mutual came to LaBov for help. Over the years, their brand had evolved. They were no longer sure how to differentiate or communicate their message.

LaBov & Beyond started with a 360° brand assessment: we talked to their customers, their staff, their agents and to industry experts. Our findings revealed that they didn't innovate new products for the love of innovation. They created products to protect and take care of churches, their primary customers.

LaBov repositioned Brotherhood's brand message down to three simple words: We understand why™. This positioned them as the only insurance company that really understood the ideals and passion of the Christian mindset. They were there to protect your church and your church's mission.

Beyond the positioning, we also developed a series of ads, an image brochure and new brand standards. But before we could roll it out to their customers and prospects, we first had to launch their brand internally. Through a series of half-day workshops their employees at all levels learned the results of our assessment and then revealed the new positioning and creative. After employees were engaged, we shared the information with their agent sales force, then their customers. And even created an interactive version of the workshop to allow new hires the same experience.

Results: Brotherhood Mutual had a clear understanding of who they were and how to communicate it to their agents and customers. Everyone knew their "elevator speech" and could articulate it. Employees were engaged and passionate about helping protect their customers.

Wabash Valley Furniture Urbanscape Launch

Wabash Valley, an outdoor commercial furniture and site amenities manufacturer, originally approached LaBov to create a marketing brochure for a new high-end product line in a new market segment.

Before we started, we took a step back and performed a 360° Brand Assessment and determined that while the Wabash Valley brand was an established success in its market, a new identity and brand would be necessary for this product line.

LaBov recommended that a completely separate brand be created and launched for this new line of high-end furniture, and Urbanscape was born. It was clearly identified as a division of Wabash Valley, creating separation and eliminating brand confusion while supporting the new brand's strengths. This strategy guided our launch and deliverables including: identity, logo, ad campaign, direct mail teaser campaign, web site, corporate brochure, product brochures and a trade show exhibit.

Utilizing social media, we connected with and engaged the audience that would eventually represent and sell this product. This dialogue generated anticipation and excitement within the sales force as the product was being developed. The excitement carried through to the final reveal to the sales force, and the momentum drove the retail launch, sparking immediate demand.

Results: The first year sales for the Urbanscape line exceeded plan—by over 500%.