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This large, health care insurance client covering more than 100 million customers turned to us for help preparing for the rollout and implementation of the Affordable Care Act and the impact it would have on their current and prospect member base across the market.

The Challenge
We were asked to review existing member data, work with the marketing analytics team, and propose solutions to perform a strategic market opportunity assessment analysis. We were also asked to develop an integrated, multi-channel marketing plan.

The Strategy
After initial interviews with various organization stakeholders, we provided an executive summary and detailed road map that aligned the strategic goals of the project effort with anticipated timelines and results. We also developed a value-based segmentation framework to differentiate key segments in terms of customer value, needs, potential segment migration, acquisition and footprint penetration, and propensity for cross-sell products.
The next phase was a detailed marketing plan, which included multiple direct mail campaigns,
email campaigns, microsites and landing pages tied to mail campaigns, social strategy using
Facebook, Pinterest, and Twitter, and the development of a mobile app. Once we formulated a
marketing plan, we needed to develop a campaign and channel strategy. We created a marketing
Playbook to summarize key demographic, geographic, and behavioral characteristics associated
with each strategic opportunity segment.

The Solution
We delivered marketing recommendations for member acquisition, onboarding, growth, and retention for each targeted opportunity segment in terms of channel preferences and potential messaging.
Deliverables included a Playbook profiling key characteristics of each opportunity segment along with tactical marketing recommendations to effectively target, grow, and retain this segment. The Playbook also included key insights to inform onboarding, customer profitability management, and engagement strategies.


This large, public university client hired us to increase revenue through fundraising. The university has nine separate schools under its umbrella, plus a graduate business school, a law school, and a medical school. It is one of the top academic schools in the US with a strong athletic oriented focus.

The Challenge
Our first task was with one specific school within the University, which had a dean’s discretionary annual fund of approximately $1.3 million. They were spending approximately $75,000 a year in direct marketing fundraising costs to raise that net $1.3.
We convinced the Dean to double/triple the expenditure to raise a net larger amount, which was no easy task for him or for us. It is a difficult for the dean to ask for more money from the state even when the outcome could be a huge gain. In this case, the dean did request the money and it was approved.

The Strategy
We reviewed past fundraising efforts to get an understanding of their current alumni database. After creating a list of possible constituents, we established communication initiatives and the timing for those initiatives to roll out.University

The Solution
We handled this effort from beginning to end. Ultimately, we created a Comprehensive Communication Plan (CCP), enhanced the database CRM platform, developed all the creative for the communication channels, printed and mailed the direct mail, and analyzed all the results.

The Results
We achieved a net $1.9 discretionary fund with a tripling of the expenditure. That’s a 46% growth. We also achieved a 5% increase in participation rate. These results were considered a tremendous success and everyone was a hero .


This multifaceted concrete company with a number of different manufacturing facilities called on us to help increase their revenue by marketing to their existing customer base and acquiring new customers.

The Challenge
The company had recently acquired another manufacturing facility and installed new, state of the art concrete paver manufacturing equipment. Revenue growth needed to double over the next two years to offset the increased overhead expenses. As we began working with this company, we quickly realized they did not have an extensive sales/marketing plan or even a content management system to keep their clients or prospective clients organized. This was a very “low tech” job where we were starting basically from scratch.

The Strategy
We began by interviewing all of the sales people, which helped us establish ten predominate areas where they spent most of their time. From there, we established 26 prospect industry categories that we could market the company’s services to (home & garden, architecture firms, big box retailers like Lowe’s, etc.) Next we created a hierarchy of decision making, starting from the company owners to employees on the receiving docks. Finally, the sales group broke out their time among the three areas (how they spent their time within the ten predominate areas, how they spent their time in each industry category, and how they spent their time within the decision maker hierarchy).
This gave us a good picture of how, where, and with whom the sales group was spending their time. It also revealed a number of categories that were getting zero contact and the difference between the top two sales people and how they spent their time.

manufacturing The Solution
Based on our findings, we established a comprehensive communication plan for the company that would be in sync with the sales groups efforts and create opportunity.
We began by reviewing the state of their database, which was in a number of different formats. From business cards rubber banded by the sales person, to excel formats, to their poorly created platform driven predominately off a billing platform. We agreed a CRM system was critically needed. An hourly person was hired to enter all the business cards into the new CRM system.
Based on all the possible target groups who could utilize concrete pavers or were influencers on that decision, we established 32 different sales and communication initiatives, including trade shows, direct marketing, and radio. Due to cash flow constraints, we prioritized these 32 initiatives from the most urgent to least
(and making the least urgent future initiatives when cash flow was available).
Finally, we created a 12-month calendar that showed when each of these initiatives would occur and the budgets associated with each of the initiatives.
Months later we began analyzing how the marketing efforts were doing, so we could tweak the plan as needed. Overall, we were meeting every bar that had been set and revenue growth was phenomenal. Now, all the initiatives on the list – including the once “cost prohibitive” have been rolled out.


A community bank asked RMG for help acquiring new checking account customers by helping them effectively market their new Cash-Back Checking Campaign through direct mail. The bank consists of 22 full-service branch offices located in Virginia and Maryland, and two loan production offices in Virginia.

The Challenge
Getting people to switch banks is a huge challenge. va bank3Most consumers believe it’s a major hassle to switch banks, and that checking accounts are the same no matter what bank you choose.

The Strategy
RMG met with the VCB marketing team to gather information on the product as well as the demographics of the typical checking customer. Once we figured out who would be most interested in this product, we selected our prospect list – households with incomes of $100,000 or more located up as far as three miles from a VCB branch.

The Creative

va bank2We chose a self-mailer with a fold over flap to carry the message. Most people spend a few seconds looking at a direct mail piece before deciding whether to continue reading or toss the communication into the trash. That meant the image we put on the cover of the piece must stop the prospect and entice them to read bank1


In 2014, this national leader in traditional banking services launched a new online bank brand to the marketplace after purchasing an existing portfolio from a national insurance company. The bank wanted to offer an array of new products and financial services in order to gain younger customers and grow their customer base.

The Challenge
Inheriting very traditional products such as money markets, CDs, and savings accounts, this new bank
wanted to kick-start the brand to underserved or unbanked Millennials with an interest in initiating a new online banking relationship.
Recognizing the dramatic shift to tablet and mobile banking, this bank wanted to significantly reduce the average age of their customer base while launching a series of new products and services – at the same time, the bank did not want to alienate their historically more mature customer base.

The Strategy
We recognized that success would be predicated on achieving two goals: maintaining existing customers
while introducing a new set of online products and services, and developing new audiences for those prospects unfamiliar with the new brand and value proposition.
Data was critical in defining our core audiences as well as identifying our new audience. Starting with segmentation of the existing customer base, we utilized models to help predict likely customers within the
top four segments. We used data analytics to help us develop messaging and offers and to build our test and learn strategy. For prospects, we relied on the segmentation data to develop test cells across the key underserved segments and demographic data to identify key markets.

The Solution
We developed a twelve-month test and learn plan that validated our data models and analytic strategy.
A multi-channel marketing strategy was employed based on demographic and psychographic data of the targeted segments.
From that roadmap, we created sub-segments with offers and messages designed to test responsiveness to various campaigns and better define channel preference. As the initial year of test and learn concludes, we have focused our efforts on the highest performing segments and refined messaging and our advertising investment.

National bank