Motor Challenge
The U.S. Department of Energy created several programs to promote energy-efficient practices in business and industry, starting with the Motor Challenge. Among the many support services we provided, we coordinated multiple media campaigns to help reinforce the Motor Challenge brand. Our media specialists sent advisories and news releases to the press, arranged interviews with experts, sent background materials, and made followup telephone calls. These efforts resulted in a number of highly successful program launch events held at the National Press Club in Washington, DC. Press coverage averaged 20 articles on each event, contributing substantially to the awareness of and participation in the Motor Challenge.

Document Automation Production Service (DAPS)
DAPS engaged Macro to aid in reinventing DAPS as a customer-focused organization. Macro developed an action plan based on customer research and a cost-benefit analysis of possible options. One outcome was a name change—from Defense Printing Service to Document Automation Production Service. After applying Macro's branding process, DAPS also adopted a unique selling proposition of “can do right now.” We provided training, including customer relations management, marketing and Internet outreach, and resolution of billing and contracting problems. We also developed a cadre of account representatives with enhanced marketing skills and the ability to communicate about DAPS' strategic direction. As a result of our collaboration with DAPS, sales increased by 67 percent within 3 years, costs were cut in half, and DAPS won 10 Hammer Awards.

Organizational Repositioning for Utility Corporation
Macro assisted a large regional utility in repositioning the organization, both internally and externally, for deregulation and associated changes, such as retail wheeling. This process included four distinct phases: 1) a broad market analysis of customers, potential customers, and competitors, 2) an organizational review and redesign, which included organizational analyses, customer service training, organizational redesign based on an unbundled organization, and a redefinition of job categories, 3) a communications strategy that looked at developing a new branding strategy along with promotional campaigns, and 4) the development of an overall corporate strategy. This branding process resulted in a new name for the organization and a unique selling proposition as part of an identity and image campaign.

The Navy's Child Development Home (CDH) Communications Plan
For the Navy's CDH, Macro researched and developed a communications plan to identify the strengths and weaknesses of the program and to help CDH achieve its business goals. As part of this plan, Macro developed a comprehensive package of marketing materials. We assisted in the development of their new logo, which we used to create letterhead, calling cards, and note cards to reinforce CDH's new identity. In addition, Macro developed concepts and wrote and designed a wide range of materials to promote the Provider Appreciation Day celebration and awards ceremony, including advertising, invitations, posters, banners, T-shirts, tote bags, and other specialty items.

Organizational Repositioning of Public Utility
Macro assisted a public utility in the Southwest in repositioning the organization, both internally and externally, for deregulations and changes in the competitive environment, including retail wheeling. We also assisted the utility in developing an appropriate pay-for-performance compensation system. We performed an external assessment of market forces that drive competition and an internal assessment of the ability of the utility to meet these challenges. In addition, Macro examined customer expectations to help the utility understand the kinds of service changes needed to fend off competition. We conducted focus groups with various customer segments of the utility. This qualitative research fed directly into the development of the quantitative survey instrument. The results of the survey were used to make organizational improvements, to examine new products and services, and to help the utility develop a new brand, a unique selling proposition, and brand attributes that supported the new positioning.