Case Studies for Typical Projects & Workshops

For every project or retainer relationship, our client needed an outside marketing expert who could provide a fresh perspective, an independent, objective assessment, and creative solutions with hands-on implementation. Every initiative started with a re-examination of the core brand in need of help (product, service or corporate), which became the compass for new planning and marketing solutions. The Pathfinder Group’s experience extends from within the U.S. to every major country in the world, covering a variety of different industries and challenges, involving both consulting and training. Here is a summary of some previous projects:

 

U.S. and Mexico

Mexican based Market Research firm needed local, ongoing management supervision for all research projects (mainly quantitative - internet and central location testing) for the rapidly growing U.S. Hispanic consumer segment. Continue to work closely with owner/President to develop new selling approaches, proposals, website copy, new blogs and articles for email campaigns and its website, special podcasts on research and branding, and giving speeches in Mexico City and the U.S. on pertinent topics – e.g. “Emotional Branding for U.S. Hispanic Consumers”, “Expansion Opportunities in U.S. for Mexican Businesses”, etc. Do all analyses and write reports for each research project, including personal presentations of data.

 

Holland, U.K., Germany and Belgium — Market Entry

A specialty gourmet food/beverage company from California has had a successful business in the U.S., and was ready to explore new opportunities abroad. We reviewed several regional options and concluded that we should start with Europe. After an examination of the above four markets, we focused initially on Holland as a "test" before rolling out. We prepared a detailed action plan, and then selected a reliable local consultant, distributor, market research firm, PR agency, and other key suppliers to help with consumer testing and an in-market pilot test. Similarly, an assessment of the market potential and a subsequent "road map" plan has helped us find local partners in other key markets – U.K., Germany and Belgium.

 

China and ASEAN Markets — Customized Workshops

A major international food company had high potential subsidiaries throughout the Far East, but the marketing staff was generally young and inexperienced in marketing and strategic planning. In particular, these foreign managers needed to improve their basic analytical skills, creative thinking, positioning/branding approaches, and ability to develop innovative, yet realistic marketing plans that reflected their diverse cultures. A series of interactive workshops was held with managers from China, Taiwan, Hong Kong, Thailand, Singapore, Malaysia, Indonesia and the Philippines, each one customized with a special case study reflecting its particular business situation and challenges. The group was split into four teams to prepare and present new marketing plans, which was actually a dry run for their upcoming business planning cycle at work. In addition to practical learning, morale noticeably increased from these workshops, resulting in improved teamwork.

 

Mexico and Central America — Re-positioning and Re-launch

A leading household product had experienced a disconcerting decline in market share over the previous 5 years due mainly to strong competitive inroads. The brand needed a fresh look, including a new positioning. Working closely with the local marketing and advertising teams, we examined the overall competitive and consumer situation in these markets. Based on this opportunity assessment, concepts were developed and tested in several focus groups in Mexico and San Salvador. Three positioning concepts were chosen for further quantitative testing and then advertising development. New ideas were also developed for line extension products, packaging modifications, and marketing programs. This strategic work had broad implications since the multinational parent was seeking a new brand positioning for other markets throughout the world.

 

Russia — Re-Launch Project

In 1996 introduction of new household product in Russia by the local joint venture partner of a major U.S. multinational had discouraging results, mainly because this Russian partner lacked good planning and marketing capabilities. The U.S. client had never really assessed the market potential for these household products in Russia, nor was it familiar with the marketing practices there, so it wasn’t sure if it wanted to continue with this J-V partner. Pathfinder was brought in to research the potential for these household goods in Russia and develop a detailed re-launch plan. This project included consumer focus groups in Moscow and St. Petersburg and interviews with distributor candidates. It resulted in a new joint venture approach between the two parties.

 

Japan — Opportunity Assessment and J-V Partnership

A leader in the garden-supply industry wanted to introduce a new plant food product in Japan. Our U.S. client had two pivotal questions: was the overall potential big enough to warrant a major investment, and should this brand introduction be handled by his current joint venture partner there. These issues were sensitive and complicated because of the cultural contrasts and the new U.S. product was similar to a line of Japanese sourced garden-supply products already marketed by the partner. Pathfinder evaluated the potential, and confirmed that the category was indeed underdeveloped and could be expanded with another new brand, if positioned and priced properly. A full business development plan was accepted and implemented by the client and his partner. Importantly, our open and candid approach enhanced the cooperative spirit of this venture as well.

 

Central/Eastern Europe — Workshops

In conjunction with a team of environmental experts, a series of workshops was held over a three year period for a U.S. government initiative in the Czech Republic, Slovakia, Hungary and Poland, soon after these countries became free. Most attendees were from the chemical and energy industries in each country -- i.e. companies which had severe pollution problems at their facilities and knew very little about environmental audits, cleaner production and waste minimization practices. These managers also had very little experience and few skills in strategic planning, sales, or marketing. Workshops included role-playing exercises and simulations to educate managers on how to improve their own businesses and also form alliances with companies in the West.

 

Brazil, Argentina and Chile — Market Assessment and Expansion

A high image, premium ice cream company in the U.S. had successfully expanded to Europe and the Far East, and now wanted to go into South America. As a first step, Pathfinder prepared an overview study of this region (Argentina, Chile, Brazil, Columbia, and Venezuela) to determine the basic feasibility, key issues and relative attractiveness of each market. The top priority market was Brazil, followed by Argentina and Chile. A comprehensive opportunity assessment was conducted for all three markets, including the sales potential, local partner candidates, and a financial analysis. The final business plan had detailed sales projections by city, retail chain, and the company’s own branded shops for the next 3 years. A successful introduction in Brazil followed.

Poland and Hungary — Distributor Search and Market Introduction

A New York-based apparel company wanted to expand into Eastern Europe, particularly Poland and Hungary. The president of this dress manufacturer had little experience in these emerging countries, and certainly did not have the time or staff to research and open up these markets. The project required a meaningful evaluation of the "social occasion" dress market in both countries, including the specific trade requirements, duties, customs regulations, local distribution channels, pricing, etc. We found and screened several distributor candidates with good showrooms. Based on our recommendations and assistance during negotiations, our client selected solid distributors for both countries.

Argentina — Revitalization Project

A large U.S. health/personal care product company had an established subsidiary in Buenos Aires for more than 25 years, with complete manufacturing, marketing, and sales functions in Argentina. Although it was profitable, the new senior manager at the U.S. headquarters suspected that the business could be much larger. The main challenge was to verify this untapped potential, and then offer a new plan to jump start the business, without offending or alienating the local manager. Our approach started with a thorough benchmarking analysis of the real potential in Argentina, followed by a detailed plan for expanding sales. To avoid any perception of undermining the local manager’s capabilities, we worked hand-in-hand with the entire marketing/sales team. As a result the plan was viewed as realistic and a product of a team effort.

Poland and Baltic Countries — Starting a Local Business

A reputable environmental organization in New York was establishing local Pollution Prevention Centers throughout Central and Eastern Europe. Pathfinder was retained to help advise and train management in six of these environmental service firms, three in Poland and in Lithuania, Latvia, and Estonia. The goal was to eventually make these firms self-sustainable. The project involved development of realistic business plans and then in-market consulting and training workshops on awareness building, prospecting to high-potential clients, making sales calls, and other practical marketing tactics. Most of this consulting/training work was conducted with U.S. environmental engineers, who focused on cleaner production and waste minimization opportunities. (Similar efforts were later carried out in Romania.)