situation

Ecumen is a nationally recognized nonprofit provider of senior living spaces and innovative health care services. At the onset of the pandemic, COVID-19 was identified as most dangerous for older adults, many of whom were already compromised by other health challenges. Media coverage on congregate care across the country was extensive and damaging to the industry, raising concern for families and advocates. Federal mandates were evolving, while many regulations were also set at the statewide level, making multi-state communications more challenging. We needed to create an entirely new method and speed of communications and marketing to retain the trust of our multiple stakeholders, protecting our longstanding reputation and respected brand. And it had to happen immediately.

Solution

As Chief Communications and Marketing Officer, I also assumed the role of PIO (Public Information Officer), leading our communications, creative, marketing, and sales team, and partnering closely with clinical/operations leaders who were developing the immediate care and safety protocols. I developed the communications process and materials to inform our key stakeholders of the ever-changing messages in the company’s voice. Our focus was clarity, transparency, and urgency – we needed to be the trusted source of health and safety information for all stakeholders. To expand our reach and ensure coordination, I stood up a company-wide network of communications representatives and oversaw all COVID-19 media relations, partnering closely with our regional marketing leaders. All communications and marketing platforms were integrated, sharing consistent messaging. A branded advertising campaign reflected our core mission of expertise and care. Social media was strategically managed and grew exponentially. Entirely new sales processes and marketing strategies were developed to support business growth in this new environment.

Results

As a member of Ecumen’s executive team, I was singularly focused on keeping those we served and employed safe, and keeping people connected with those they loved. We successfully achieved consistency of process and tone for our critical health and safety messaging through omnichannel communications and marketing strategies. Our commitment to transparent and frequent communications, in addition to our inspired creative and our new sales training and marketing strategies, resulted in strengthening the trust of the nearly 30,000 people we served and employed.

situation

The marketing leader for the foodservice division of this $9B corporation wished to further differentiate the company’s industry leadership, while providing meaningful value and thought leadership to its most valued customers. This presented an opportunity to think outside the box for positioning and branding.

Solution

While conducting interviews with Hormel’s large national foodservice customers, I discovered a shared concern regarding the retention of key chefs who were next in line for senior management. These chefs were leaving their positions to join other organizations, resulting in a loss of talent and continuity. Strategically, I saw an opportunity to establish a partnership between the culinary industry’s premiere academic institution, The Culinary Institute of America (CIA), and Hormel Foodservice, to develop a rigorous, first-of-its kind culinary training program for this population of highly skilled, highly valued chefs. Hormel’s goals were to strengthen the loyalty of these chefs to their employers and build a lasting relationship with the CIA, while at the same time strengthening the connections with foodservice operators and differentiating itself in the industry. The program, which we named the Culinary Enrichment and Innovation Program, or CEIP, required an extensive, all-encompassing strategic marketing communications package for branding, launch, rollout, and ongoing program development, working seamlessly with all program partners to create this new story.

Results

CEIP drove extensive trade and consumer media coverage and industry buzz, positioning Hormel as an innovative thought leader that was investing in the growth of the industry’s up-and-coming leaders. Participants listed this program as one of the most critical components of their professional training. They learned and were inspired by the CIA’s rich curriculum and renowned chefs. They became trainers within their own organizations, strengthening their loyalty, careers and retention. The participants also became advocates of Hormel among their peers via social media, and served as a professional advisory panel for new Hormel products. The strong personal bonds developed between each class have been long-standing and credited to Hormel. And participating foodservice organizations were appreciative of Hormel’s investment. The program successfully continues many years after its inauguration.

situation

This $3B national food manufacturer was at risk of reputation damage and loss of sales within a core business segment as a result of continued, erroneous criticism by key opinion leaders and national media influencers.

Solution

I developed and implemented a three-pronged program that strengthened the trust of key customers, provided accurate and unbiased information to legislative infuencers, and built bridges with key media and special interest groups. Fact-based communications were developed and provided to all constituents. Senior executives were strategically accessible and consistently shared thoughtfully developed key messages, openly and honestly engaging in Q&A discussions with respected reporters and thought leaders.

Results

We successfully reversed negative and inaccurate print, broadcast and social media coverage from top tier national influencers which cascaded to the regional/local level across the country. We established trust with critical key constituents and previously adversarial special interest groups, supporting the successful ongoing management of media relations. The company maintained its sales, which had been threatened, and continued with new product innovation to further strengthen its leadership position. Information continued to be accurately reported.

situation

We needed to relaunch the social/digital platforms for this iconic and legendary American brand on its 75th anniversary with the goal of quickly achieving specific KPIs for revenue growth, customer engagement and customer support.

Solution

After conducting informal consumer research to better understand our primary target market, I developed the content plan and messaging tone. I worked in close partnership with the creative firm to develop and implement a comprehensive strategy using social channels to build stronger customer relationships via brand affinity and brand loyalty, engaging consumers and promoting product stories.

Results

Developed an overarching theme that successfully captured and repositioned the Polaroid brand essence of innovation, inspiration and interaction: “Share Life in an Instant.” The theme was a perfect platform to build themed campaigns and promotions, highlighting the stories around notable life events from Mother’s Day to summer vacation to back-to-school. Influenced by fashion and the consumers’ desires for memorable “connections”. Reinforced benefits via core products. Shared how others were using Polaroid products and creating content. Revenue goals and related KPIs were achieved within the desired timeframe.