The Science of Branding

A smash Broadway musical is a sight and sound experience to behold with appreciative audiences buying tickets months in advance, for years.

It all begins years before. An idea. A story. A script. A musical score. A producer. A director. Performers. Orchestra. Crew. Sets. Technology. Understudies. So the show goes on without a hitch.

Then hours of practice.

The show opens. The audiences come. The critics rave. A successful run for years.

Everyday between performances is practice, rehearsal and more rehearsal for nightly, matinee, weekly, monthly, and year after year perfection.

This is the science of art.

Without the science the story would never come to life nor remain perfectly consistent, performance after performance.

This is also the science of a brand.

Without the science a brand will not come to life nor remain consistent in it’s performance.

A brand is what your employees and audiences see, hear, touch, feel, experience and...believe. This is what keeps them excited, engaged, believing, and coming back.

Daily, weekly, monthly, yearly, and for generations.

We first develop the brand science with our proven processes.

Then and only then do we spin the brand story that engages your audiences for years to come.

Growth Strategy

How do you grow your business? New products and services? Upsell and cross-sell of your current customer base? New channels? Acquisitions?

We evaluate the current state of your business and help discover opportunities to grow it.

Mining the Core

Many companies ignore what is right under their nose. The core of their business is their current customer base.

Since these customers already have a relationship with your brand, they present an opportunity to upsell and cross-sell additional products and services.

Many are just waiting to be asked.

Research shows that a customer with 2.3 relationships with your brand is unlikely to switch to another.

Our clients enjoy some of the highest relationship levels in their market space due to dedicated programs designed to upsell and cross-sell additional relationships with existing customers.

New Opportunities

Are there new customers you?re not reaching? Current customers that are unaware of all the products and services that you offer?

We will help you find them. Reach them. Listen to them. Understand them. And then create a profitable relationship with them.

Uncovering new customers, or current customers buying new products and services will help you generate more sales, more revenue, more profit, more market share, and more brand share of mind.

Multi-channel Management

Is it easy for your customer to buy from you? In the way they prefer? The most convenient way for them?

Do you leverage all of the marketing channels available to you? Web, email, direct mail, catalog, retail stores, telemarketing, trade shows, and events all need to be assessed and used to maximize your marketing return on investment (ROI) within specific customer segments.

In a global economy with products and services at consumer?s fingertips via the internet, a multi-channel marketing strategy and plan can make the difference in making the sale.

Customer buying options and convenience can separate you from the competition when nothing else does.

We analyze all appropriate channels based on specific target audience profiles including demographic, psychographic, geographic, behavioral, social, and common interest factors. Detailed analysis on the return on investment (ROI) for each channel, measured by projected customer response, and sales conversion, leads to development of actionable multi-channel marketing plans and programs.


Are you evolving your products and services to stay relevant with your current customers? Are you developing new and innovative ways to keep them engaged and attract new customers? How can you increase your market share? Are there ancillary business spaces you can enter to complement your core business and open potential new revenue streams?

Running your company the way it has always been run and marketing the same products and services will, in most cases, lead to the same results. Are you reading the tea leaves? Are you not only adapting, but looking for innovative ways to transform your business, enter new markets, and even lead the competition in specific market verticals?

We will help you uncover new opportunities, create new products and services to take advantage of them, and then implement and manage customer strategy and marketing plans to generate increased sales, revenue, and profit.

New Opportunities

We help clients read the "tea leaves," anticipating customer needs, wants, and business demands.

Using this information, our clients are able to move quickly to enter new markets, reach new audiences, and introduce relevant products and services to establish brand leadership, market share, and return on investment (ROI).

New Customers

Are there new customers you’re not reaching? Or current customers that are unaware of the product and services that you offer?

Uncovering new customers or current customers buying new products and services will help you generate more sales, more revenue, more profit, more market share, and more brand share of mind.

We will help you find them. Reach them. Listen to them. Understand them. And then create a profitable relationship with them.

New Markets

With the new global economy, are you reaching the maximum potential customer base not only in the next town over but throughout the world?

The internet has now put the global marketplace at your customer’s fingertips. And yours.

We will help you reach these new markets. And respond to those customers when they reach you via the web.

New Products

Do you have new products or services to introduce to existing customers? Do you have other ones you can develop to attract new buyers?

We will assist you in identifying new product opportunities to support and grow your core business thereby opening additional revenue and profit centers heretofore untapped.

You may even open up a completely new industry or market space.

Think of the effect of the iPod on:

  • Digital Music Industry
  • Music Player Development

New Services

Are there new services that you can offer to add incremental revenue and profit?

Or can existing services be repackaged, rebranded, and marketed to appeal to a new audience?

Or should you add a new service to build the brand relationship with loyal customers or defend market share?

We help you continually review these opportunities and take advantage of them.

New Brands

Are there new services that you can offer to add incremental revenue and profit?

Or can existing services be repackaged, rebranded, and marketed to appeal to a new audience?

Or should you add a new service to build the brand relationship with loyal customers or defend market share?

We help you continually review these opportunities and take advantage of them.

Brand Line Extensions

Are there new services that you can offer to add incremental revenue and profit?

Or can existing services be repackaged, rebranded, and marketed to appeal to a new audience?

Or should you add a new service to build the brand relationship with loyal customers or defend market share?

We help you continually review these opportunities and take advantage of them.

Brand Strategy

Marketing cannot create the brand. Marketing can only communicate the brand.

From CEO to summer intern, product design to customer service, every customer touch forms the brand experience.

The brand experience will determine customer perception, belief, and loyalty. From the brand experience comes an expectation. Fulfillment of that expectation will determine your business success.

The business is the brand. The brand is the business.

Therefore the business strategy is the brand strategy.

Our proven brand strategy process takes you through the sequential steps that will define your business and your brand for maximum customer clarity and business growth for years.

From private to Fortune 500 companies, we assist clients in creating the brand architecture that define and fulfills their business growth strategy.

Brand Strategy includes the following four phases:

  • Brand Architecture
  • Brand Engineering
  • Brand Building
  • Brand Management

Brand Architecture

By definition, architecture is the art and science of design and building for both function and aesthetics.

Once built, it also represents the lasting structure long into the future.

The same principles of architecture apply to designing, engineering, building, and managing your brand to ensure its integrity for generations to come.

Brand Engineering

What does your brand represent? How do you define it? What are its core values? Attributes? Characteristics?

What is its DNA? Personality? Identity?

What should be your customers’ brand expectation and what will be their brand experience?

Our brand engineering process establishes the foundation for all brand development, strategy, messaging, and communication.

We then work with you to communicate your brand personality and identity including brand name, logo graphics, packaging, corporate communication materials, signage, vehicle graphics, point-of-sale, office and retail design, and other materials that are visible both internally and externally.

Brand Building

Once the brand is engineered and brand strategy is established, it needs to be launched with a comprehensive and integrated communications plan that includes traditional and online channels.

This stage includes developing the messaging, concepts, creative assets, and production of traditional and online marketing communications materials such as advertising, sales collateral, corporate literature, public relations, online promotions, and other web-based initiatives. Traditional and online media channels are reviewed and recommended based on market and audience research, strategy, budget, placement, measurement, and projected ROI.

Understanding the effectiveness of the programs is essential in refining channel management. Detailed post-buy analysis, auditing, future planning, and negotiation all depend on continuous follow up of program metrics.

Brand Management

Once your brand is engineered and launched in the marketplace, it needs to be monitored. This includes the management of your brand reputation, ensuring the brand is presented and communicated consistent with established standards, behaviors, customer expectation, and experience to keep pace with shifting marketplace and competitive dynamics.

This requires a continuous audit of all internal and external messaging, communications, materials, and the brand experience to ensure consistency.

Customer Strategy & Marketing

What is a customer? It is a person, an individual, someone that trusts your brand, buys your product or service, and if satisfied becomes loyal, repurchasing your brand for years, even generations.

Do you know and understand your customer?

Who they are? What they think? How they feel? What they believe? Why they believe the way they do? How about their purchase behavior? Why they behave the way they do? What interests do they have? Are their interests in common with others? How does their culture impact their behavior? How do other cultures change that behavior?

Nothing happens until a sale is made.

A sale requires a customer, and therefore there is no business without customers. Customers are people, human.

Is your brand human? Do you listen to the voice of your customer…their thoughts, feelings, beliefs?

Your brand is only as good as your customers think, feel, and believe it is.

Therefore brands are only human.

Customer Segmentation

Demographics, psychographics, cultural considerations, social issues, behavior, and common interests all impact what customers think and do.

We will help you both ask and answer these questions in order to segment your customers accordingly and create specific messages to them. Communicating via the channels they prefer impacts the success and return on investment of your marketing programs.

Customer Modeling

What does your customer look like and how do they behave? How do they think?

Testing messaging and communication channels with your defined customer segments allows refinement for customer modeling for precise planning. New customers who fit the model can then be targeted with a higher predictability of results.

Once customer modeling is tested and proven, full rollout can be implemented with confidence in projected metrics.

We will work with you to develop and continually refine your customer models to deliver the highest response rates and return on investment.

Product Development

Understanding and listening to the customer provides insights that can lead to product enhancement and evolution, thereby maintaining customer loyalty.

In some cases, enhancements call for product derivations or completely new products which customers are demanding.

We work with you to listen to the customer and the marketplace, uncovering opportunity, and designing products to satisfy customer demand.

Services Development

Some customer segments may be satisfied with your products but are looking for relationship enhancements.

Development of services for these segments, whose value is either perceived or real, reinforces brand loyalty and in many instances creates new revenue streams.

We will assist you in listening to the voice of your customers, and then developing new services to meet their wants and needs, delivering more loyalty, revenue, and profit.

Customer Experience

What does the customer experience when they call your customer service line, use your product or service, walk through your door, or come in contact with your employees?

Does it match their expectation of your brand?

This is the most important part of the brand. This perception will help determine customer satisfaction, loyalty, and continued purchase of your products or use of your services.

We work with you to audit the customer’s experience and provide recommended strategies and processes to ensure that you are delivering as promised across all customer touches.

Customer Loyalty

Segmenting your current customers into relevant groups is the first priority.

You already have data on this group allowing you to segment them by product, service, purchase behavior, interests, dollars spent, and more.

Rewarding your customers for their loyalty ensures a continued relationship with your brand and provides the highest return on investment of any customer segment.

We work with you in developing customer loyalty programs designed to maximize specific customer segment relationships.


If “birds of a feather flock together” then it goes without saying that the message to them has specific appeal based on behaviors, common interests, and shared beliefs.

Taking these values into account, we will help you develop specific messaging to individual segments within the overarching brand expectation to connect with them emotionally.

Relationship Marketing

Research proves that if a customer has 2.3 or more relationships with your brand, they are far less likely to switch to a competing brand.

Leveraging the original relationship with cross-selling and upselling will create multiple brand connections and secure a foundation of customers from which to build upon.

We employ a proprietary Interactive Relationship Marketing (iRM™) system utilizing your customer data, and traditional and online channels to build multiple customer relationships. We help you maintain those relationships with an active program of “touches” based on where the customer is in your product life cycle.

Media Management

Is traditional media still viable? How does the web work into all this?

With the web has come a proliferation of new online media options. When coupled with questions on the viability of traditional media, there is often confusion as to where to invest for the highest return on investment.

Understanding and sorting it all out is like trying to hit a moving target.

It is our business to research and understand these options for you and implement an integrated approach to deliver measureable results and return on investment for your budget.

  • Banner Advertising
  • Pay Per Click
  • VOD
  • Mobile
  • Text
  • Social Networks

5-Step Brand Development Process

The TRAINOR 5-Step Brand Development Process creates a brand experience by influencing and engaging your target audiences. Our proven brand development process takes you through the sequential steps that will define your business and your brand for maximum customer clarity and business growth for years.

We will assist you in creating the brand architecture that will define and fulfill your organizational goals.

9-Step Digital Development Process

TRAINOR’s 9-Step Digital Development Process has been designed to deliver websites and web/mobile apps that create the desired brand experience, influences and engages target audiences, optimizes User navigation, and are easily client-side maintained to deliver maximum Return On Investment (ROI).

TRAINOR will implement its 9-Step Digital Development Process that ensures that goals and objectives are met, and your client brand experience and expectations are realized.

As a TRAINOR client, you will gain a strategic brand partner and best practices, delivering a powerful brand experience and message while providing information, communication, and cross-marketing functionality.

Your website is your marketing engine.

It is the center for all brand information, education, communication, and marketing.

It is the first place most of your Target Audiences will turn for information.

It must be developed strategically to build your brand, grow your business, communicate with new audiences, and strengthen relationships and loyalty with current ones.

7-Step Search Engine Marketing Process

TRAINOR’s 7-Step Search Engine Marketing process utilizes the latest tools and strategies to gain traffic and visibility from search engines through both paid and unpaid efforts.

6-Step Social Media Marketing Process

Facebook has over 1 billion users and YouTube is second only to Google as the largest search engine in the world. Social media has become an integral part of a customer’s everyday life and has created interactive communication channels that allow conversation between company and customer to occur in real-time. It is increasingly the first place customers turn when making purchase decisions. TRAINOR will help you build and deploy a successful social media presence that increases brand awareness, improves Search Engine Optimization (SEO), and attracts new customers.

Through channel development and management TRAINOR will create an opportunity for you to become an engaged leader and grow within the industry.

TRAINOR’s 6-step approach ensures a comprehensive social media marketing program that is relevant to your target audience and produces measurable results.

Advocacy & Awareness


This national not-for-profit organization holds an annual convention each year which requires a significant registration and travel investment.

Due to the worst recession and job losses in decades, high fuel costs, and a general consumer lack of confidence, the client considered canceling the event.

Trainor was asked to help assess the event’s viability under the circumstances, and if viable, to develop a strategy and plan to at the minimum equal the previous year’s registrations and attendance.

  1. Challenge:

    Meet or exceed, if possible, registrations and attendance for an annual convention requiring a significant investment in registration and travel amid the worst recession and job loss in decades.

  2. Approach:

    Develop and enhance the client’s website to promote the convention to members and nonmembers, providing detailed information about the organization, its mission, its services, the convention program, and offer a convenient online registration and payment option.

  3. Recommendations:

    Use banner ads on the industry’s leading website to promote the event and offer a Free Special Edition Commemorative poster.

  4. Results

    1,000 posters per day were requested from the website banner link with an estimated 20,000 posters sent until supplies ran out, increasing the awareness of vegetarianism to thousands of people throughout the U.S. and the world.

    8% increase in attendance over the previous year establishing a new record despite a poor economy and high gas prices.

    The client was referenced 85,000 times in one month on Google with press coverage from Hawaii to Europe.



This domestic automotive brand at one time had the largest selling midsize vehicle in the U.S.

Although it still enjoyed substantial brand awareness and brand equity, the lack of new product and styling combined with aggressive import competition led to significant sales declines.

The brand was still thought of positively, but due to fewer advertising funds it could no longer reach the awareness levels of previous years.

Trainor was asked to:

  • Identify ways to optimize the limited marketing and advertising funds
  • Design a plan to increase brand awareness, dealership traffic, and sales
  • Implement and manage the plan
  1. Challenge:

    Increase sales for an established automotive brand with mature product and declining sales.

  2. Approach:

    Leverage the positive brand equity of the brand.

  3. Recommendations:

    Highlight one feature on each vehicle dramatically.

  4. Results:

    30% sales increase within 30 days.



This bank client was operating in an oversaturated market amid a declining population and economy.

They needed a growth strategy to gain market share, revenue, and profitability by taking it from the competition, which included banks, credit unions, and financial brokers.

Research identified that convenience was becoming increasingly the major issue with the target market.

Trainor was asked to help develop a strategy, including business, marketing, and advertising plans to establish the bank as the primary brand delivering convenience.

The strategy was so effective customers from competing banks would commonly refer to their Check/ATM cards by the brand name of the client bank.

  1. Challenge:

    Grow new bank accounts and market share amid an extremely competitive and oversaturated environment.

  2. Approach:

    Package “convenience” as a product in itself.

  3. Recommendations:

    “Brand” the bank’s convenience services including check/ATM card, ATMs, drive-thrus, and telephone banking.

  4. Results:

    12-month new account and deposit goals were reached in 3 months. The convenience brand became a new multi-million dollar revenue and profit center.

Capital Campaign


With shrinking government resources this non-profit organization serving challenged youth needed to find additional sources of revenue.

Although they enjoyed high brand awareness, incorrect perceptions and assumptions remained that hampered their ability to raise new funds.

This was compounded by a weak economy and ever-increasing competition from other non-profits for contributions.

Trainor was asked to develop a strategy to launch a new capital funds campaign to raise funds despite these obstacles.

  1. Challenge:

    Raise new funds despite the worst recession in years, a weak economy, and competitive pressure.

  2. Approach:

    Design capital funds program as annual appeal, yet one that could be used year round. Make it independent of the non-profit organization, yet associated.

  3. Recommendations:

    "Brand" the new annual appeal. Target both friends of the organization but were not contributors and new potential donors with a new message. Create a microsite that accepted credit cards and electronic checks for online contributions. Direct mail the target list and follow up with phone call reminders.

  4. Results:

    The total first year goal was met in the first week. Contributions continue and to date have far exceeded the objective. It is projected to grow exponentially each year as a new annual appeal

Center For The Arts


This Center for the Arts organization, anchored by a historical theatre, was in the final phases of raising $28,000,000 for renovations necessary to attract and accommodate larger stage productions.

They needed a strategy to raise the remaining $5,000,000 necessary to finish the project but also to meet various grant requirements.

As most major corporations, foundations, and private donors had already contributed it was determined that the remaining $5,000,000 would have to be raised from the public at large, typically the most difficult effort.

Trainor was asked to develop a strategy, including public relations, marketing, and advertising plans to reach the public at large and secure the remaining funds.

  1. Challenge:

    Raise the last $5,000,000 of a $28,000,000 fundraising effort from the public at large, historically the most difficult group to do so.

  2. Approach:

    Feature the new stage which would now be large enough to attract even the most robust Broadway productions.

  3. Recommendations:

    "Brand" the new stage the "Stanley World Stage", communicating that now world-class entertainment would be available to the local community and sell "named" theatre seats that could be purchased as a gift or in memory on a loved one.

  4. Results:

    The final $5,000,000 was raised within 12 months.

Consumer Beverage


This four generation brewery had been operating for over 100 years and was experiencing a steady decline in sales and market share in an increasingly overcrowded and competitive marketplace. The client offered core beer and soft drink brands, but was also introducing new concepts to grow sales, creating clutter, and a strain on already limited financial resources. Since they were such a small player, distributors carried their product more as a courtesy, and their salespeople did not aggressively push it with retailers.

They needed a business strategy that would reverse this trend and begin to grow their business.

They had a limited budget so were seeking the highest ROI possible.

Trainor developed a business strategy which included new branding, packaging, distributor management, wholesale materials, retail channel selection, retail display, incentive programs, marketing, and advertising.

  1. Challenge:

    Grow sales, market share, and profit. Add more distributors for market expansion.

  2. Approach:

    Relaunch the complete product line. Change the traditional industry distributor model from “push” to “pull”. Reduce the one-off brand clutter. Focus on core products. Introduce only four “seasonals” per year.

  3. Recommendations:

    Develop new branding and packaging. Change the typical distributor model from push to pull. In other words brewery salespeople were to no longer push to distributors but now sell and merchandise with the retailers directly “pulling” sales through the channel. Distributors were more than happy to take the orders and drop off the product as it no longer required their salespeople to sell such a relatively small percentage of product. Develop sales materials for the salespeople to use with retailers to educate them on the brewery and it’s unique history.

  4. Results:

    The brewery is now the 14th largest brewery and the 6th largest craft brewery in the U.S.

Consumer Healthcare


This all-natural health products company was a startup born out of a mother’s need to find an all-natural cough remedy for her severely ill daughter.

The product was so effective she decided to market it so other families would have the opportunity to realize it’s benefits.

They needed a branding and communications strategy that would generate the greatest amount of awareness for their limited budget and so were seeking the highest ROI possible.

Trainor developed a business strategy which included new branding, packaging, wholesale materials, retail channel support, retail display, incentive programs, marketing, advertising and public relations.

  1. Challenge:

    Introduce a new unknown brand against established and entrenched national cough medicine, chest rub, and nasal ointment brands. Build awareness, grow sales and market share. Convince retailers and distributors to carry the product based on the promotional plan.

  2. Approach:

    Launch and grow the brand and complete product line. Leverage earned media and social media to create buzz. Use traditional national media to reach mothers and grandmothers.

  3. Recommendations:

    Develop new branding and packaging. Create a robust website for branding, content, product information, testimonials, retailers, store locators, and more. Engage major national media (Network & Cable television, newspaper, consumer magazine health editors and morning shows.), regional and local media for publicity. Create and run national direct response television (DRTV) to drive brand awareness and website visits. Produce custom sales promotion calendars for sales rep firm use.

  4. Results:

    Maty’s Healthy Products are now sold in over 31,000 retail outlets and growing.

Consumer Product Group


This well-established company sought to reintroduce both a 150 year-old brand and 50 year-old brand. They sought to recapture national brand awareness, sales, and market share. They needed to do this with a limited budget while obtaining the highest ROI possible.

  1. Challenge:

    Relaunch two brands nationally. Restore and grow consumer and retailer brand awareness, grow sales and market share. Do this with a small budget and highest ROI.

  2. Approach:

    Relaunch the brands and product lines utilizing a National Sports Platform with a three-year plan. Utilize a National platform to create a plan concise with the brand message to drive awareness, leverage historical brand equity, build the brand identity and recreate loyalty amongst consumers.

  3. Recommendations:

    Trainor (CHT) developed a business strategy, which included new branding, packaging, distributor management, wholesale materials, retail channel selection, retail display, incentive programs, marketing, and advertising.

    This included:

    • Create a unique message
    • Create new displays in Frozen Food section to convey message and create look within freezer
    • Secure top athletes with a low cost
    • Promote on and off premises of major events across the US
      i.e. (state fairs, sporting events, retailer events etc.)
    • Execute the message in-store with National program message via sweepstakes, VIP Meet n’ Greet
    • Utilizing Point-of-Sale materials to promote and convey message and program
    • Execute the message outside of retail environment to build awareness amongst loyal consumer base with assets created to continue with the brand identity and message
    • Utilize online tactics with media purchase, social media and micro-sites
    • Develop and place Out Of Home media (Billboards)
    • Develop and place Radio and TV advertising
  4. Results:

    The Canned Meat group has seen 20% + growth over the past 7 years. Since moving to new strategies the Frozen Entrée group has decided to come back to this strategy since it has not seen growth since it moved away from this strategy 5 years ago.

Financial Services


This regionally based financial services company enjoyed a long history and strong brand equity on the East Coast.

Although sales continued to be strong in their home market, the opportunity to increase sales exponentially at an affordable cost per sale was constrained. Due to the cost of advertising.

They needed to increase leads and sales substantially while at the same time driving down the cost per lead (CPL) by taking advantage of lower cost media markets.

Trainor was asked to:

  • Develop a strategy and plan to achieve the objectives
  • Market test the strategy and rollout nationally if successful
  • Implement and manage the plan
  • Build national brand awareness
  1. Challenge:

    Build brand awareness, increase leads and sales, and lower cost per lead (CPL).

  2. Approach:

    Take the brand national.

  3. Recommendations:

    Use direct response television (DRTV) to both build a national brand and simultaneously drive calls and leads.

  4. Results:
    • 72% increase in leads
    • 139% increase in sales
    • 58.3% decrease in cost per lead (CPL)
    • National brand awareness created in all 50 states as represented by calls and new accounts

Global Manufacturer


This global manufacturer of fiber optic test and measurement equipment and network management solutions needed to launch a new network monitoring system designed for Wireless providers that cost $10,000,000 per unit.

They needed a strategy to penetrate the Wireless provider market in the U.S., a new market space in the U.S. in which they had not previously competed in.

External challenges included a lack of brand awareness, brand equity, and customer share-of-mind in this market space and competition with well known and entrenched competitors. In addition the Dotcom and Tech bubbles had burst worldwide and companies were no longer spending on new technology. As a result industry consolidation was also occurring rapidly with fewer customers to sell to.

Internal challenges included a high turnover in senior management leading to a lack of leadership and key decisions being left to second-tier management. There was a lack of relationships with key decision makers within the Wireless providers and sales staff were unable to obtain appointments. Lastly there was minimal budget to launch a major new product.

Trainor was asked to develop a strategy to launch the product dramatically, break through to the Wireless provider market, build brand awareness, and generate sales appointments.

  1. Challenge:

    Launch a new $10,000,000 system in a new market space, with zero brand awareness and equity, during a recession and rapidly consolidating industry, despite a lack of client senior management, with an inadequate budget.

  2. Approach:

    Create a "product metaphor" that quickly explained the complexity of the system with a consumer product that was also complex but was used easily every day.

  3. Recommendations:

    Create a marketing database that included the client-side CEO, CFO, and Network Manager. Create a customer package featuring a branded, portable GPS unit that served as a metaphor for the system that “could locate a problem instantly” allowing for finding the problem (in this case network voice & data congestion) and fixing it before it became a crisis. FedEx deliver each package personally to the target recipient.

  4. Results:

    A 100% response rate and a $10 million software order from a customer they had never done business with before, the largest initial order the client had received. In the time it took to close an order this large, the customer purchased $15,000,000 in new hardware testing equipment and to date the amount stands at $35,000,000 in hardware alone.

Healthcare Assisted Living


This upscale assisted living complex had recently opened in a metropolitan market with an overabundance of the same housing.

Due to market competition, ineffective marketing, and no brand awareness the facility struggled to attract potential residents. This resulted in less than necessary occupancy to meet the debt service prompting the bondholders to pursue foreclosure.

Trainor was asked to:

  • Develop a business strategy, including marketing, and advertising plans to grow occupancy
  • Meet with the bondholders for approval
  • Build brand awareness and increase occupancy
  1. Challenge:

    Grow occupancy from 43% to 65% to break even or the bondholders would foreclose.

  2. Approach:

    Focus on children of prospective residents.

  3. Recommendations:

    Distinguish the quality of life residents enjoyed, and offer a virtual web tour for out-of-state children of residents.

  4. Results:

    100% occupancy within 12 months with a waiting list of 100+ individuals.

Healthcare QIO


A federally designated healthcare Quality Improvement Organization (QIO) for the Commonwealth of Massachusetts is required to keep Medicare beneficiaries up-to-date on the rights, as well as provide and educate hospitals, physician offices, nursing homes and home health agencies with quality improvement best practices.

The company had not updated its website design or functionality for seven years, and was trying to manage content on 550 pages of unorganized free text.

Trainor was asked to develop a website solution that would:

  • Most efficiently aggregate and organize 500+ pages of information and data
  • Present multiple Target Audiences with clear and simple navigation to relevant information from the homepage and all subpages
  • Provide a user-friendly content management system (CMS) that was easy for client staff to use to update, change, and create new sections and pages
  1. Challenge:

    Create a website that would allow each target audience (consumers, hospitals, physicians, nursing homes and home health agencies) to quickly identify itself on the homepage and easily navigate to the desired content. The website also needed to have a Content Management System that would allow staff members to make frequent updates and changes; and a reporting system that would monitor web traffic.

  2. Approach:

    Develop a website that would have a specific repository for each target audience’s information, and through the use of imagery on the homepage specifically guide a user to their desired web location and content.

  3. Recommendations:

    Create a homepage design that graphically showed each target audience group directly on the homepage, with a side navigation bar to delve deeper into the desired content. Implement an open source CMS system and web reporting system that allowed the marketing team the ability to update content and monitor web traffic on an as needed basis.

  4. Results:

    Within the first year, the company had over 100,000 visitors coming to the site. It received requests from throughout the United States for various medical educational materials that it had developed, as the new site made it very easy for visitors to identify new and/or relevant information.



This manufacturer of commercial grade lawn and landscape mowers was a division of a larger Fortune 500 parent. Unlike the other divisions it’s sales, revenue, and profit grew consistently each year despite being a small player in its market space.

Considered to be the superior product offering exclusive features it continued to lack brand awareness due to its relative newness and size.

It saw room to grow substantially if it was provided the necessary funding commensurate with its profit contribution to the parent company.

Trainor was asked to help develop a business case with achievable sales, revenue, profitability, and return on investment (ROI) targets.

  1. Challenge:

    Convince the Fortune 500 parent company to fund a division’s aggressive marketing investment amid an industry decline.

  2. Approach:

    Prove the business case and ROI.

  3. Recommendations:

    Write and submit a viable 5-year strategic business and marketing plan.

  4. Results:

    Corporate approved the 5-year plan and investment and used the plan as a model for its other divisions. Client was the only division to achieve incremental growth (36%) and profit.

Medical Products


This multinational medical manufacturer with six divisions enjoyed annual year over year revenue and profit increases, but still was only scratching the surface.

Their core market, hospitals, comprised the majority of corporate wide sales, but still were not 100% reached. Total available sales by division remained underpenetrated in each of their customer hospitals.

The soft goods division wanted new accounts and sales by targeting these unreached hospitals and markets that direct sales reps could not reach profitably.

Trainor was asked for a strategy to accomplish these objectives without encumbering the existing marketing and sales reps.

  1. Challenge:

    Add new accounts and sales.

  2. Approach:

    Focus on market segments and customers unable to be reached by direct sales reps.

  3. Recommendations:

    Launch a new eCommerce strategy including website, and use targeted direct mail and email to drive traffic.

  4. Results:

    New accounts opened resulting in recurring soft goods business of $175,000 monthly and hardware sales of $2.5 million.

Road Race


This internationally renowned road race was largely staffed by volunteers and depended on race applications, sponsor support, and in-kind donations for revenue.

As the race grew each year in participants the cost of printing and mailing race applications grew exponentially placing further pressure on the race’s human resources and revenue. They needed to grow, but lower costs.

Trainor was asked to develop a strategy to continue to grow race applications but lower costs and achieve a higher return on investment (ROI).

  1. Challenge:

    Grow race applications but lower application printing, fulfillment, and
    postage costs.

  2. Approach:

    Increase online applications.

  3. Recommendations:

    Launch and promote a new website with more streamlined features to accommodate online
    race applications.

  4. Results:

    75% of total race applications are now processed online dramatically lowering printing, fulfillment, and postage costs.

Single Stream Recycling


This solid waste authority organization had been operating for 22 years without developing a distinctive brand for itself within the community.

They were transitioning from a waste and recycling stream that required separation of all materials to a single stream wherein all recyclables could now be mixed and put curb side into one container.

They needed a branding and communication strategy to communicate the new Single Stream Recycling system and its benefits, encourage behavioral change, and ensure compliance.

Trainor was asked to develop a comprehensive strategy to accomplish each of these objectives in a positive way so residents, businesses, and waste haulers would embrace the changes.

  1. Challenge:

    Distinguish Single Stream Recycling and drive positive adoption of it across the community including residents, businesses, and waste haulers.

  2. Approach:

    Target waste haulers to buy into and support the change. Target schools, teachers, and students so the program would become a focus in homes throughout the market area. Communicate to residents and businesses the change and it’s positive benefits, including convenience, cost savings, and environmental relief.

  3. Recommendations:

    Brand the program as “recycleone” using the tagline “ONE AND DONE”. Reach schools, teachers, and students by launching the “Trash Can Film Festival” ( to create awareness, fun, competition and engagement.

    Develop a unique campaign microsite ( that carries comprehensive yet simple information about the program and feature its benefits of “easier, more convenient, less cost.”

    Host meetings with waste haulers for communication, input, feedback, and endorsement, and provide them with flyers, bill stuffers, and container decals for all customers.

    Launch a comprehensive television and newspaper campaign to engage, educate, and intrigue residents.

    Kickoff the entire program with a press conference and a facility

  4. Results:

    In less than 3 months from the launch of the campaign the program reached 99% compliance across the market area. In the same time period Recoverable and Marketable Recyclables have increased over 8% due to more compliance, resulting in higher recovery and revenue that is in turn used to offset and reduce costs to businesses and homeowners.



This leading technology manufacturer of hardware and software products for the national restaurant chains enjoyed a substantial market share advantage with established customers. But they lacked brand awareness and consideration with many of the newer chains due to an emphasis on engineering over marketing.

To differentiate themselves from the competition it was agreed to feature their superior customer back office support system.

On a budget of approximately 5% of their largest competitor who had the booth next door.

Trainor was asked for a strategy, including creative and communications plans to build awareness, talk value, and booth traffic.

One of the take home giveaways, a client-branded wooden handheld back massager became the favorite toy of a target client’s toddler who, when searching for it, would constantly ask, "Where's my (client brand)?"

This multinational, multi-concept restaurant group subsequently became a large customer wherein, prior to the show, the client was unable to set an appointment.

  1. Challenge:

    Attract booth traffic at the industry’s largest trade show with a budget approximately 5% of the largest competitor.

  2. Approach:

    Feature superior back office support systems.

  3. Recommendations:

    Use the theme “We’ve Got Your Back” and offer free chair back massages from two professional masseuses inside the booth as a metaphor.

  4. Results:

    There were waiting lines into the booth all 4 days. Won “Best of Show.”



This tourism organization had been operating for 25 years without developing a distinctive brand for itself or the county it was created to promote, and no measurable results in tourism growth.

They needed a branding and communication strategy to distinguish the county, promote its many natural resources, attractions and events, and grow tourism.

Research showed that tourism had always been historically strong and remained consistent due to the area’s location and abundant natural resources.

Trainor was asked to develop a strategy, including branding, digital (web), public relations, marketing, and advertising plans to distinguish the county and attract incremental tourism.

  1. Challenge:

    Distinguish the County and grow incremental tourism.

  2. Approach:

    Target three markets; “Young Families”, “Boomer Couples”, and “Destination Golfers” from Boston, New York City, Long Island, New Jersey, Philadelphia, Buffalo, and Southern Ontario to “get away from it all” and “get away to it all”.

  3. Recommendations:

    Brand the County as “The Getaway Region” and feature the abundance of economical vacation and weekend attractions, activities, events, and golfing opportunities, available to the target audiences.

  4. Results:

    Since the launch of the new branding, website, and communications strategy two years ago, there has been significant growth. In 2011 there were over 23,000 unique visitors to the website; over 16,000 Travel Guide requests (an increase of 76% from 2010); as well as a $1.025 Billion economic impact from tourism in Oneida County in 2010. And these numbers will continue to grow exponentially.

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