"The nonprofit's new facility opened successfully."

A nonprofit was expanding to better serve its homeless population. Its ambitious plan centered around building an innovative campus to provide emergency shelter, housing, childcare, counseling and job training. In its 7-year history, the organization placed 90% of its clients in permanent community housing - a virtually unheard of statistic in the industry. So why was it having so much trouble raising capital?

Strategies 360 determined that fundraising efforts were being significantly impacted by two chief factors: first, the public's lack of knowledge about the organization and its goals, and second, a nationwide downturn in charitable giving. To address these challenges, we implemented a comprehensive plan involving public policy, communications and nonprofit fundraising. It included:

• developing key messages
• producing and disseminating collateral materials
• securing local media coverage in print and television
• recruiting powerful board members
• facilitating meetings between board members and local, state and federal government leaders
• designing and executing a direct mail campaign
• orchestrating targeted fundraising outreach to corporations
• staging an event

The efforts paid off. By raising the organization's profile amongst the media, the business community and elected officials, Strategies 360 helped to generate significant fundraising momentum.

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"Small Airplane Manufacturer Surpasses Cessna"

A startup manufacturer of small piston-powered aircraft had developed a sophisticated plane and a long waiting list of buyers had formed. Facing mounting losses, the company was unsure about how to price the planes. It had increased prices several times and was considering raising prices again. Meanwhile, order flow had slowed substantially and wait-list buyers were rapidly canceling their orders.

Once Strategies 360 was brought on board, we employed a multi-pronged approach that combined business analysis, quantitative marketing, public policy and communications. We tackled the question of pricing by:

• developing a fact-based pricing strategy using leading-edge quantitative analysis techniques
• creating price elasticity curves for all market brands
• employing discreet choice analysis to identify airplane features that would maximize pricing, demand, market share and profits

At the same time, we identified and addressed the reasons for order slowdown and cancellations by:

• conducting market research with customers
• mapping the customer flow process from start to finish
• improving customer relations
• implementing new managerial processes
• applying information technology

In addition, Strategies 360 led the company through a fact-based branding process that established a brand foundation and differentiated its product from its competition. Value was communicated to customers by:

• creating effective marketing messages
• designing print ads
• producing collateral materials
• designing a web site

Today the company produces and sells five times more planes than it did before Strategies 360 became involved. The company recently surpassed Cessna as the top-selling single engine piston powered airplane manufacturer in the world. Cessna had held the number one market share position for fifty years.

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"Financial Behemoth Stays in the State"

One of the world's largest financial institutions found itself embroiled in crisis in Washington State. Confronted with potential lawsuits, bad press, and a drop in customer confidence, the company needed to either drastically change its image or pull out of the state. It turned to Strategies 360 for help salvaging its Washington operation.

Our public policy and communications sectors worked in tandem:

• commissioning a poll that pointed to widespread concern about the loss of businesses and jobs in the state
• educating state opinion leaders and key government representatives about the importance of this company to the state
• conducting 15 focus groups with current customers
• creating and mobilizing a "customer corps" composed of individuals willing to make public testimonials on behalf of the company
• drafting messages
• helping the company interface with state business and political leaders

Instead of closing down, the financial firm has committed to expanding its operations in the state. Strategies 360 played a major role in helping the company to realize a quick and complete turnaround in its reputation. It is now embraced not only by the public but also by state officials who recognize its value.

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"Utility Construction Company Powers Up"

A utility construction company was experiencing rapid growth in response to a highly successful capital investment campaign. Practically overnight, it transformed from a tiny mom-and-pop shop to a hundred-million-dollar business. However, the company's communications capabilities did not keep pace.

Enter Strategies 360. We assessed the firm's needs and quickly armed it with an arsenal of communications tools which included:

• publishing an internal monthly newsletter
• creating collateral materials
• designing and launching a web site
• producing an informational video

As the firm continued to grow, it looked to Strategies 360 for assistance maximizing profits. Since the utility industry is so closely tied to state agencies that regulate worker safety, it made sense for our business analysis and public policy sectors to collaborate by:

• interfacing with state agencies
• establishing a process for ongoing communication between the company and regulatory agencies
• analyzing opportunities for increasing revenue and profits
• recommending cost-cutting measures
• implementing corporate reorganization

In addition, Strategies 360 began lobbying at the federal level to win appropriations for funding the development of a new technology intended to increase the efficiency of electrical grids.

This utility construction company is now one of the largest on the West Coast and is thriving even in a rough economic climate. It successfully managed its sudden growth and is currently realizing increased revenue margins.

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"A Horse is a Horse"

A leading Northwest political strategist found himself knee-deep in a dilemma. He had recently acquired a sorry looking horse and had absolutely no idea what to name it. He roped Strategies 360 into helping him solve the problem.

Strategies 360 put an aggressive plan in place. The business analysis team:

• determined that the animal was male and consequently ruled out any girlie names

The public policy folks:

• facilitated meetings with high-level state leaders
• corralled people into focus groups
• conducted a sweeping poll

Meanwhile, back on the ranch, the communications team:

• mounted a naming campaign on the front of glue bottles

The name Eisroh ('horsie' spelled backwards, pronounced eye-sore) emerged as the leading contender. The lobbying arm of Strategies 360 drafted language that would have resulted in the official adoption of the name, but the horse himself voted neigh.

The political strategist was delighted with the outcome. He realized that Nay was, in fact, the perfect name, for not only did it hint at the animal's contrarian nature but it also rhymed with his favorite food.

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