EN
Choose

Case Histories

1.

COMPANY

Family business, competitive on the international scene, active in a specific niche of the pharmaceutical sector.

NEEDS

Media exposure on national economic subjects, with a positive image outcome.

STRATEGY

Focused activity on local media and stakeholders to examine what has appeared in the media with reference to the subject under study; discussion with the company management to conduct a detailed analysis of the company’s position, taking into consideration its weak and strong points, with a subsequent mapping of targets and opinion leaders. Drafting and sending out of a press release, interviews arranging, recall and collection of published materials.

OUTCOME

The company received several complimentary e-mails and letters with reference to its modus operandi and the big synergetic activity between the traditional media and the Internet (web links, websites, etc.) determined a contact increment on the company’s corporate website. The company was later contacted for auditing. Interviews on media.

TIME SCHEDULE

Three Weeks.

2.

COMPANY

Business operating in the sector of energy services.

NEEDS

The CEO felt that there was a relevant disconnection between the definition of «managers», its real content and the managers’ role assumption, especially after a long period of market protection in a monopoly. In particular, discussed topics were: power devolving and its efficacy, management, problem-solving orientation, an atmosphere of general cooperation, the taking on of risks and responsibilities.

STRATEGY

Planning of working groups with precise mandates, interventions by external training consultants, dynamic interaction between the CEO and the managers, acceptance of their needs and fears; objectives alignment, training and motivation, dedicated courses on requested ad hoc topics, agreed upon final goal.

OUTCOME

Improved company atmosphere, creation of new involvement contexts, new people better interacting with the older staff (who’s been working in the company for a longer time), punctual improvement of certain processes, with achieved (in some cases) and to-be-achieved (in others) goals.

TIME SCHEDULE

One year and a half.

3.

COMPANY

Multinational company active in the industrial sector, established in Ticino but with international branches.

NEEDS

A major involvement of collaborators in the corporate life, growing the awareness of being an important company, source of pride and group identity.

STRATEGY

Organization of unconventional corporate events in which the collaborator became the evening or dinner’s protagonist, both for his/her professional value and for the importance of the individual in a team during recreational activities. Organization of events on a two-year basis to create constant expectation and curiosity.

OUTCOME

Thanks to the recreational component, the collaborators felt they belonged to a team and that they were a fundamental element to reach goals. Such moments were expressly organized for them; therefore, they had to be the only focus of the attention. This resulted in a higher commitment to the company and to a loyal gratitude.

TIME SCHEDULE

Two years.

4.

COMPANY

Swiss Company operating in the top range watchmaking sector.

NEEDS

The brand had a very important past in the «classic and conservative» sector. Market changes required new approaches and the opening of interesting markets, especially in a particular consumer area: male, dynamic, 40-55 years old, good financial means, fan of chronographs with a diameter larger than 42 mm.

STRATEGY

Creation of a connection with a sport and iconic car brand, involvement into the development of two chronographs’ custom-fits (rose gold and steel), planning of world level events and participation to some iconic racing car happenings. Exclusive limited edition models, selected markets and distribution.

OUTCOME

Watches went sold out. The demand was three times higher than the production capacity. It was registered a growth of models offer in electronic auctions; a re-branding strategy was launched.

TIME SCHEDULE

One year and a half.

5.

COMPANY

A business active at international level in the field of high-added value medical implants.

NEEDS

After the divestment from another company active in a different sector, a larger brand recognisability calls for a restyling intervention.

STRATEGY

A stylistic research focused on maintaining similar features with the previous brand, but with a lighter form and a more medical-oriented content, and with a manifest stress on Swissness. Revision of all applications on various media supports, with a particular attention to the web. Unlimited assignment in the broadest sense of the word.

OUTCOME

Assessment is ongoing, but the new company can already perceive a clear and evident separation from the previous business. The partners identify and appraise the new management for the stylistic choice and the elegance of the newly adopted light graphic design. A larger recognisability at international fairs and in materials has been observed.

TIME SCHEDULE

Six months.