AOL was a large purchaser of online media. The byzantine process to manage its purchase, analysis and optimization had grown organically, involving internal staff, and ad and media agencies.

We were asked to streamline the process. We reviewed documentation, interviewed key players, and formulated a detailed strategic recommendation.

The strategy included process maps and interaction flows between internal departments and external agencies, new positions with job descriptions, recommended new tools and technologies, a standardized rate card and a detailed implementation plan.

International Travel Services provides complex travel services for major Hollywood film and television studios. They asked Captus to create a strategy to leverage the web in reducing paperwork and improving customer service.

Our strategy, based on a thorough business review, engages studio staff to self-manage travel needs through a proprietary Captus-built web application. It interfaces with the airline system, emails itineraries to travelers and automates authorizations and invoicing, freeing up ITS staff to focus on customer service.

A whopping 45% increase in productivity and happy studio executives are the result. Because the site's content is highly confidential, it is unfortunately not available to view.

Better Homes & Gardens is one of America’s oldest and most iconic magazines, and the flagship of Meredith Corporation, a large home-related publisher. Meredith sought the most effective way to leverage the internet in its business model.

We devised a comprehensive strategy with recommendations for customer acquisition, retention, and operations, and quantified improvements in revenues against costs.

The strategy included plans for customer-centric marketing and servicing, flexible product bundling, and cross-selling. Recommendations were grouped in quick wins, short-term opportunities, and long-term plans.

Unisys is a global technology and consulting company. While its largest consulting vertical - Financial Services - is second only in size to IBM in terms of consulting, Unisys suffered from persistent perception of being only a product maker. The marketing budget did not permit an expensive awareness campaign.

Instead, we devised the Global Consumer Technology Confidence Index. Published every 6 months, it offers insights into customers’ confidence in the technology used to service them. Co-sponsored with major analysts and universities, the Index would allow Unisys to own a unique position as a thought leader and provider of strategic services, for a fraction of the cost of a major awareness campaign.

In the early days of frequent flyer programs, only the most frequent travelers could benefit fully, since flying was the only way to earn points. The Aerogold card was devised to offer an additional way to earn points, thereby enhancing loyalty.

We helped develop the business plan, obtain board approval, negotiate with several banks, create a campaign strategy, and supervise the launch. CIBC Aerogold remains Canada’s most successful credit card launch to this day.