Corporate Branding
Challenge: Develop a new brand and marketing strategy that extends to current clients, prospects and employees.

Rand Inc. Solutions:
This project was completed in three phases:

1. Strategy. We completed a high-level analysis of the relationship between the company's marketing and business objectives. From this work, we developed a marketing framework consistent with achievable business, product, and financial goals.
2. Branding and Positioning. We worked closely with Indus to identify the unique qualities of this multi-faceted company. From this, we rebuilt the Indus corporate brand, repositioned the company in the market, and developed key messages for marketing communications.
3. Communications Planning. We brought the strategy to life and commercialized it throughout the company. We presented the new brand (and how to use it) at the national sales conference. We provided the marketing department with a detailed guide for execution of all marketing initiatives. We created employee communications that helped unite and educate the entire company.

Results:
The sales force was excited and motivated to take the new brand out to the market. Marketing was able to develop multiple programs that kept the company fresh while remaining consistent. Indus achieved a new level of profitability and a great deal of momentum in the marketplace. Analysts reported that competitors were caught off-guard by the new Indus "marketing machine" and were scrambling to respond. The Brand Architecture and Positioning direction we developed set a solid bar by which all Indus marketing efforts are now measured.

New Product Launch

Challenge: Develop a new brand and marketing program targeted to markets where the company had no presence, while differentiating the offering so as not to cannibalize existing products.

Rand Inc. Solution:
This project was completed in three phases:

1. Communications and Launch Planning. We developed an overall launch strategy for the new product. We also built a comprehensive internal and external communications and media plan, including financial data, designed to bring the product to market and help achieve the company's revenue and profit goals.
2. Branding and Identity. We developed the name and the identity for the new product, Indus InSite™. We applied the Indus brand architecture and identity work already completed to ensure that the new brand was consistent with the corporate brand. We also developed collateral, trade advertising, and a comprehensive trade show program.
3. Launch. InSite was launched with a bang at a major manufacturing technology trade show; Indus collected over 800 leads. The product launch generated so much excitement that the show's organizers actually became concerned that Indus was taking too much attention away from the other exhibitors.

Results:
Analyst and trade publication feedback indicated that Indus had immediately established itself as a formidable competitor in an entirely new market. The initial trade campaign drew 60 qualified leads, representing a revenue potential of $250 million. InSite has gone on to establish a firm foothold for Indus in a number of new verticals that represent significant opportunity for growth.