ABG

ABG contracted me in January 2013 to lead and produce global company rebranding initiatives; a complete overhaul and reinvention of internal collateral materials, products, and online identity. They had limited marketing direction pre-2013 and were relying on late 90s-to-mid 2000s brand materials to represent themselves. Marketing efforts were stuck in the past, and it also showed in industries served with sales stagnant and attracting no momentum for close to a decade. Surviving a late 2000s national recession while ownership restructuring was in motion took a toll on its brand marketing efforts.

A rebranding campaign-challenge commenced across all channels; from digital to print to product to video, product launches and sub-branding, plus corporate and sales collateral. Campaign rebranding goals aligned themselves with shifting ABG’s diverse industries served in 2013 to targeting new Electric Utilities accounts— and continues to this day alongside new product development and branding, while integrating new company revenue channels, i.e., Ecommerce. Many achievements have been accomplished over the last 8 plus years, and without a marketing budget or staff. Chew on that major, missing metric to assess marketing ROI’s impact while serving as ABG’s Executive Creative Director (2013 to present):

> ABG’s first Event/Tradeshow marketing exhibit directly resulted in first major Canadian Electric Utility account, SaskPower; a partner since 2014, averaging a quarter of a million dollars in annual revenue
> Solely/internally developed and launched ABG’s B2C/B2B eCommerce platform in 2018 to create a new company revenue channel.
> Directed and developed branding, patenting and market launch of 5 new safety product families targeting Electric Utility industry audience.
> Directing, developing, and administrating company-wide CRM + CMS inbound marketing-to-sales RevOps platforms (Salesforce and Hubspot).
> Directing, producing, and distributing product video content.
> Electric Utility industry customers accrues for over 80% of ABG’s annual sales as of 2021; it accrued for less than 15% before global rebranding marketing strategies commenced (2013 – present).

ABG’s internal 360° brand marketing strategies successfully resulted with replacing low profit, stagnating accounts while attracting and nurturing higher profit, recession-safe clientele. Cause and effects of mass marketing strategies continues to be a profitable, low-risk, high ROI for the company.