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Christianne Van Grunsven, Former Marketing and Communications Manager at Goodwill Southern California
Goodwill, the king of thrift, is arguably the world’s most sustainable brand, with an armada of 80+ stores in SoCal alone. Nearly 60% of its annual revenue comes in during the Halloween season when folks are looking for one-of-a-kind costumers and competition from Halloween mega stores is fierce. We made Goodwill synonymous with Halloween through a multi-channel campaign including video, social, out of home, digital, PR and activations. Young people flocked to the stores for their costumes and sales skyrocketed 38%. Many of these shoppers turned into loyal customers, brand ambassadors and influencers.
Julia Diamond, VP The Music Center Arts at The Music Center (parent company for Gloria Molina Grand Park)
Grand Park was approaching its 10th anniversary. Nestled next to the Music Center and often eclipsed by LA’s sprawling Griffith Park (4,210 acres), this 12-acre downtown gem wanted a brand refresh that could boost visibility, energize visitors, and cement its place as a cultural destination. We went straight to the source: the visitors. Intercept research gave us unfiltered insights that became the springboard for change. Based on those findings, we built a refreshed identity - new brand icons, a bold logo (plus a 10th anniversary edition), and the park’s first style guide. And when the park was renamed Gloria Molina Grand Park, we didn’t just update the look—we reimagined it again, keeping the brand as vibrant and dynamic as the park itself.
Jim Zimring, Former President at Johnson PetDor
Pet doors are a low-interest, crowded category with little differentiation. Johnson’s outdated packaging, lack of branding, advertising, and consumer engagement left sales stagnant for years. We flipped the focus from door to dog. By refreshing packaging, tying the brand to a charitable cause, launching inventive retailer SPIFFs, running targeted ads, and staging guerrilla stunts at one of the industry’s biggest trade shows, we broke through the clutter. The result? A 22% lift in annual sales for this challenger brand.
Dalita Lovett, Director of Marketing and Public Relations at The Salvation Army ARC
For more than 100 years, The Salvation Army (TSA) has been restoring people, clothing and home furnishings. While TSA enjoys strong name recognition, its Adult Rehabilitation Centers (ARC) suffer from low awareness. Yet ARC delivers one of the highest success rates in the nation for its six-month residential recovery program free to anyone who needs help overcoming substance abuse. We tapped into a simple, universal truth: everyone deserves a second chance. This message resonated deeply with donors and inspired staff and volunteers alike. Out of it came Second Chances, a multi-channel campaign spanning video, social, PR, regional activations and an online fundraiser with shopthesalvationarmy.com resulting in greater awareness, renewed energy and a lift in donations.
Martha Guzman, Former Marketing Director at Museum of Latin American Art
For the Museum of Latin American Art (MOLAA), we conducted four studies using qualitative and quantitative research: Visitor, supporter, employee and a mail survey to residents within a 2-3 mile radius of the museum. The research was designed to gain an understanding of the visitor and non-visitor base with the following goals: Identify strengths, weaknesses, opportunities and threats offering both the venue elements (building, services, location, hours, etc) as well as, the cultural (exhibits, events, mission and purpose). Two key variables emerged over the course of the four studies: Familiarity and Recency. Visitors who participated in the Intercept Study rated MOLAA at the conclusion of their visit; these respondents reported higher levels of overall satisfaction with the museum than respondents in the mail study who reported having visited MOLAA at some point over the prior 12 months. This would seem to corroborate the notion of recency: that the more recent the experience the more highly rated the museum is on overall visitor satisfaction. Which means a single visit will likely predict more future visits; and, it also explains why some supporters and members are more emotionally invested than occasional visitors. These insights helped us develop a multi-channel, year-long campaign turning a niche museum (contemporary Latin American Art) into a destination akin to the Los Angeles County Museum of Art. And we moved it from foundation-funded to financial self-sufficiency.
Paige Lewis Sandford, PCC, MBA, Former Executive Marketing Advisor at AnitaB.org
The Miller Group undertook a detailed assessment of current materials and communications, as well as conducted a competitive review. AnitaB. Is a member organization that encourages and supports community through local chapter engagement, education and networking. Strategy, communication, programs developed at the center, delivered at the chapter level. Based on AnitaB.org’s offering - over 100 programs annually on their membership platform - we reviewed a mix of both free membership and paid [premium] membership organizations, with particular attention on member benefits. Primary research was conducted to understand overall perceptions of, and attitudes toward, AnitaB.org membership. Research was aimed at a mix of segments, including free and premium members and non-members. We delved into perceptions of membership cost and value, with an exploration of price sensitivity to measure elasticity. Through quantitative research, we identified key drivers of membership signups, retention, and defection. We then created a membership segmentation schema allowing for targeted customizable marketing and communication programs, identified key channels of information, so an informed channel management strategy for member acquisition and retention could be pursued. As part of our tiered assignment, we shared tactical approaches to help drive paid memberships.
Jered Gold, VP Communications and Marketing at Skirball Cultural Center
Skirball Cultural Center, one of the world’s most dynamic cultural institutions, wanted to increase visitation and membership, especially among a younger, and more diverse population. Collaboratively, we used a special exhibit of Maurice Sendak's work to drive a younger, more diverse audience to the museum with the goal of increasing annual visits and ultimately more memberships. The key was to guide Skirball's marketing team in messaging and channel strategy. Paid social and search, targeted outdoor and streaming TV can be credited with reaching key target audiences, producing outsize results. Our effort resulted in more than 11,000 new visitors year over year.
Jered Gold, VP Communications and Marketing at Skirball Cultural Center
Here's what the client said about working with us: "The Miller Group brought to us their expertise and really helped us expand our viewpoint in a lot of ways."