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Client:
Provider of outsourced technology to the financial services industry
Challenges:
· Company was restructuring from a co-op to a “for profit” entity
· Set an aggressive goal to be among top 10 core banking
outsourcers in the U.S., but were virtually unknown outside a
3-state area in the Midwest
· Company was perceived solely as a provider to the thrift and
S&L marketplace, not community banks
· Management was embarking on an aggressive, 3-year growth
strategy with aquisition as the desired exit strategy
· Had no seasoned technology marketing expertise on staff
Programs:
Inline began with a series of strategic planning meetings with executive managment, followed by the development of a 3-year strategic marketing plan. Programs in the engagement included the development a new corporate brand; creation of more powerful positioning and messaging; creation of new sales and marketing tools; creation of a series of national ad campaigns and a proactive public relations strategy.
Results:
· Revenue increased by 72%
· Client base grew by 483%
· Geographical footprint grew from 3 to 47 states plus Caribbean
· Company was ranked 7th among the providers in its space
· Five key strategic alliances were formed
· Four acquisitions were completed to round out offering
· Company was acquired by a major industry leader
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