We’ve acquired too many brands. Each one has equity but we can’t support all of them. Which do we keep?
Internally we’ve been at this for four years, can you sell-in the strategy to leadership?
We’re good at following guidelines but how do I get marketers and designers to understand how and where they can flex and be creative?
We’re spinning-off and need a strategy, name, tagline, logo, visual system, messaging platform and launch plan. Have you done this before? Can we get this done in four months?
The team is working really hard but sliding backwards with the client, can you fly out and spend a few weeks with them?
We’re meeting the CSO and head of communications on Tuesday. It’s brand architecture and no one can speak to it, can you fly out to lead the conversation… we need a deck.
We have smart people but they’re not battle-proof, can you help?
We spent nine months building a strategy and leadership ripped it apart. Can you help salvage what’s relevant and build a brand for an off-site in two weeks?
We changed leadership. I’m concerned about clients and talent walking out the door. We need you to onboard the CEO and go into the trenches with staff. Can you fly out with your family for a couple of months?
We’ve built our global brand portfolio over time. If you started with a blank piece of paper, what would it look like? We want to understand the velocity of each of our brands by market.
Brand architecture is really complicated and the client can’t articulate what they want. There is a good chance this will go sideways, do you still want to take it on?
We have so many KPIs to track, which are the most important and what should we invest in?
There’s an emerging, second-tier customer. Can you help us figure out who they are and touchpoints that matter?
My product engineers can’t articulate what makes the product different, what kind of an investment am I looking at?
We’re opening up a second corporate headquarters but based in China. How do we position our brand in a way that makes sense globally and in China?
I’m afraid that a brand from China or Korea will come in and buy a competitor? How much is my competitor’s brand really worth?
We want to open up a China headquarters in Qongching. Is that the right city? What are the risks?
Can you give our global team a briefing on China and what we should focus on?
Carrier Fire and Security: Articulating a relevant brand and portfolio story