BOSTON

617-532-0943

CHARLOTTE

704-248-8090

RALEIGH

919-386-2335

WASHINGTON, DC

202-558-7460

Brand Strategy


Have you ever heard someone say, “we have the only solution out there”, or ‘this is a $50 billion idea”? Or worse, ‘we’re the next _____ (Google, eBay, Microsoft)’? Maybe it’s just us; we hear those things all the time, and it always make us cringe.

Before spending lots of time and great deals of money on a new product launch, why not take a little time and money and embark on a Proof of Concept? It’s a great way to objectively gauge market demand, analyze competition and alternatives to your solution, and really explore if you’re the only one with this idea.

In the technology and biotech space, our relationships with firms like Forrester Research, Gartner, Jupiter Research, and many other industry analysts, journalists, and financial analysts give us a unique insight into what’s really on the horizon. In other industries, we can quickly get up to speed and evaluate your competition.

  • Competitive and Alternative Analysis
  • Writers, Industry and Financial Analysts Review
  • Positioning and Differentiation
  • Market Analysis, Market Selection
  • Launch Strategy
  • Co-branding Opportunites, Distribution Analysis
  • Brand Portfolio Strategy

Soul of the Brand™

People make buying decisions, not departments or companies or industries. We strongly believe in emotional branding strategies wherever appropriate (and you’d be amazed that includes satellites, jet engines, and servers).

Brand Resonance™

So we have this great brand name, it’s cleared both language translation and legal trademark availability, and the url is open. So what? What will the target audience say about it? Brand Resonance gives us that feedback, both quantitatively (if you’re into that sort of thing), but most importantly, qualitatively. Knowing ‘how much’ without knowing the underlying ‘why’ does not allow us to respond to, and untimately, drive customer demand.

‘There is much more money to be made from Creating Demand than simply supplying demand.’ Jeff A. Gregory, MIT Enterprise Forum, 1998