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Producing Case Studies

Tags: Product, Customer, Service, Case Study, Sales Strategy, Sales Force Management, Sales, Web Site Development, Internet, BNET Editorial

Case studies build confidence in both customers and prospects. They demonstrate a company’s products and services in action and help explain benefits. Case studies should include background, objectives, achievements, and measurable results. In addition to published items, they can be used as the basis for press articles and advertorials.

What You Need to Know

Why are case studies important?

Case studies are a very effective promotional tool. Like white papers, they are extremely popular as a medium to demonstrate the benefits of a product or service. Case studies help to build credibility by enabling prospects and customers to see for themselves how your product or service solves real-world problems. If the case study is unbiased, it will generally gain the attention of readers. In many business magazines, a significant proportion of the articles will be based on case-study material.

Who should write case studies?

Technical or product specialists within a company may produce source content for a case study, but it is often useful for a marketing writer to produce the final draft. Marketing writers understand the reader’s perspective and level of knowledge and can produce a version which is meaningful to a nontechnical audience.

What to Do

Identify Case Study Content

If you are producing case studies for the first time, you need to find suitable content. The sales team or your technical specialists can provide information on customer stories that could form the basis of a case study. These could include stories about overcoming difficult technical problems, discovering new applications, saving customers money, or improving customer products.

Offer Readers Solutions to Real Problems

Your case study should address issues and problems that your customers and prospects face. By demonstrating how your product or service resolved the issue for another company, you imply that you can resolve the same issues for others. If you are targeting a particular market sector—small businesses or large corporations—or specific industries, make sure that the subject of the case study matches the profile of your target audience. For example, if your product or service features an information network service aimed at small businesses, do not describe an application in a large corporation.

Ideally, you should use an actual customer name in your case study, but, for commercial reasons, this may not always be possible. Your customer may believe that your solution gives them a competitive advantage and they may be reluctant to disclose that. In that case, you will need to use a general example—“a well-known company” or “a market-leading company.” In either case, you must obtain approval for the content before publishing the case study.

Demonstrate Measurable Results

If you can support your case study with appropriate statistics, figures, and tables, you can add greater credibility.

  • Better return-on-investment: You can explain how an investment in your product/service pays for itself, for example, by increasing productivity by 25% in the first year.
  • Reduced costs: Demonstrate how your service helps control or reduce costs and include figures if possible, for example, savings of more than $20,000 in just six months.
  • Improved performance: You can show how your component helped a manufacturer to improve the performance of its own product, for example, by reducing weight by 30% or extending service life by 10%.

Structure the Case Study

There is no standard format for writing a case study. They can be as short as a single paragraph, or as long as a four-page document with photographs, diagrams, charts, and other supporting material. The recommended length for a case study is between 300 and 500 words.

In general, there are four main sections to a case study:

  • Problem: You should focus on the customer or subject of the case study, not on your product or company. Explain what your customer was trying to achieve or improve.
  • Solution: Here you should describe the steps the customer took to solve the problem. Where possible, you can mention the other products or services that the customer tried. You can then explain why your product or service offered a better solution.
  • Implementation: How did the customer implement the solution? What was the time frame and did it have any impact on the business? If your company made a special effort or provided additional resources to speed up implementation, mention this.
  • Results: How well did your product or service solve your customer’s problem? Where possible, use hard numbers such as savings, revenue gains, sales growth, and return on investment. This is another good spot to include a customer quotation—and a great place to summarize and close your story.

Get More Mileage from Your Case Studies

Once you have produced your case study, you should use it throughout your marketing communications. It can be used as an integral element in press relations, direct marketing, advertising, online marketing and sales support, and training programs. Case studies also form an important part of thought leadership programs, helping to build credibility for your company.

Use the Case Study as a Press Release

You can summarize the main points of the case study in a press release. Make sure you send the press release to publications that are relevant. If the publication covers different market sectors, you should modify the press release so that the content is relevant. If you also send editors a complete version of the case, they may decide to use that as a feature article. Some publications offer opportunities for an advertorial, where you pay for placing an editorial item. A case study would provide ideal content. You should also use the cases in your own company magazine or newsletter.

Send the Case Study to Prospects and Customers

If your case study is carefully targeted, it will form a valuable mailing piece to customers and prospects. Mailing it to customers keeps them up to date with developments in your company. You can also send the case to prospects in the same market sector to demonstrate your credibility. The case study can help to raise awareness of your company and your products in a more compelling way than advertising.

Use the Case Study as a Sales Tool

A case study can be a useful sales tool. The sales team can use it during a presentation or leave it behind after a call. It can also be used as a reference if a sales representative is preparing a new business proposal. Case studies can form a valuable sales training tool, helping representatives understand customer requirements and product benefits.

Offer Case Studies as an Incentive

If you are running an advertising or direct mail campaign, a case study makes a valuable and measurable call to action. Ask readers who request the case study to provide contact details or complete a short questionnaire, giving you useful data for later follow-up by the sales team.

Put Case Studies on Your Web Site

Putting a series of case studies on your Web Site can improve traffic, particularly if you add new topics on a regular basis. If the featured customers are agreeable, you can add links to their own Web Sites, strengthening customer relationships even further. You should also add links to relevant products and services on your own Web Site, as well as other information on similar topics.

Use Case Studies as Conference Papers

Case studies can form the basis of conference papers, giving you good speaking opportunities. As well as providing content, a printed copy can be used as a handout or mailed to customers and prospects who did not attend the event.

Offer Case Studies to Exhibition Visitors

Case studies can make a useful display feature on an exhibition stand, or they can be available as handouts to exhibition visitors.

What to Avoid

You Do Not Include a Call to Action

A good case study is not just interesting to read. It should encourage the reader to take action and request further information. In that sense, it is a tool for generating leads that should ultimately end in sales. Make sure that you include a call to action at the end of the case—this could take the form of a telephone number or e-mail address to request further information or a Web Site address.

You Do Not Make the Case Relevant to the Reader

If you are targeting a particular group of readers, make sure that the subject of the case study is relevant to their business. A reader running a small business would not be interested in a service aimed at large corporations, while a product that had solved a problem in the automotive industry might not be relevant to the aerospace sector.

Where to Learn More

Book:

Stelzner, Michael A., Writing White Papers: How to Capture Readers And Keep Them Engaged. WhitePaperSource Publishing, 2006.

Web Sites:

Writing White Papers: www.writingwhitepapers.com

WhitePaperSource: www.whitepapersource.com

 
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    pn_abc

    05/30/09 | Report as spam

    RE: Producing Case Studies

    NIKE: RUNNING OVER THE COMPETITION
    Nobody takes the admonition ?Just do it? more seriously than Nike, the company for whom the slogan was
    written. Whether it's entering a new sport, moving into a new geographic market, or developing a new
    product, Nike approaches its mission with the dedication and single-mindedness of an athlete training for
    competition. And whatever the task, the goal is always the same: To turn in a peak performance, one that
    leaves no doubt as to who the best is. That's because at Nike, winning isn't merely a corporate
    philosophy?it's the company's business.
    ETE-June 2008 Page 2 of 3 IMT-02
    ?This brand is all about building products for athletes, high-performance products, very authentic products,
    innovative products, bringing new technology to athletes so they can perform better?at a higher level in
    their sport,? says Bill Zeitz, global director of advertising development at Nike.
    Liz Dolan, the company's marketing director, puts it in even more basic terms. ?We have a really incredibly
    simple mission, which is, ?serve the athlete.? If you're in product development that means you have to make
    sure that the products really work, that they're really great for whatever sport you are assigned to. If you're
    in the communications area, it means that you have to communicate with an authenticity about the sports
    experience, what athletes know to be true of what it feels like to win a basketball game, or run a marathon,
    or whatever.? .
    This near-obsession with authentic athletic performance comes naturally to the Beaverton, Oregon,
    company started in the 1960s by Phil Knight, a sports enthusiast and runner who believed the needs of
    serious athletes were being neglected by Adidas and Puma, the German companies that dominated the
    athletic shoe industry. With the help of Bill Bowerman, his former track coach at the University of Oregon,
    Knight set out to develop a shoe that would make a difference in a runner's performance.
    The rest, as they say, is history. Nike has become a dominant player in sports apparel. With track,
    basketball, tennis, and other traditional sports in the ?win? column, Nike recently has turned its attention to
    building its franchise in soccer, cricket, rugby, hockey, and in-line skating, among others. After all, Dolan
    explains, being a global sports brand requires an intensely local focus.
    Being a global brand is extremely important to Nike because its home market, the United States, is nearing
    saturation. According to John Horan of the newsletter Sporting Goods Intelligence, sporting-goods chains
    have overexpanded and profit margins are threatened. When Nike announced that its second quarter
    earnings in 1997 would not live up to Wall Street's expectations, its stock dropped 13 percent. With these
    spurs at home, Nike has to look overseas there it has only 27 percent of sales compared to 43 percent in the
    U.S. to generate additional revenues.
    But going overseas is not a sure win for Nike. ?Understanding what sports the people in [a] country play,
    and then being great at those sports... that's always the challenge. In the U.K., for instance, we are a really
    good basketball brand, but they don't play that there. And we are a really good tennis brand, but they kept
    telling us. ?Other than the two weeks during Wimbledon, nobody in the U.K. really cares about tennis.? So in
    the U.K. soccer is what they play. Rugby is what they play. So we had to really concentrate on being great
    at two sports that were not really something that came from our American tradition at all. That took years of
    product development and talking to consumers about, ?What does this sport really mean to you when you
    play it, and what does it really mean to you when you watch it?? The brand attributes for Nike in the U.K. are
    the same?we really want to be the authentic sports brand?but the sports that are the building blocks for
    that are very different in the U.K. than they would be in the United States or than they would be in Japan.?
    Outside the United States soccer is the main sport, and Nike has pursued the soccer player and fan with a
    vengeance. In the United States, Nike has signed a multiyear contract with major league soccer that calls
    for it to spend $3.75 million a year to sponsor 5 of the league's 10 teams. In addition, the contract contains a
    clause that allows Nike to retain sponsorship of half of the League's teams as it expands. Overseas, Nike
    spent $20 million in a sealed bid process to sponsor the Italian national team. During last year's European
    championships, it bought up all the billboards around stadiums where matches were held, effectively
    undermining the event's official sponsor, Umbro. In the spring of 1997, it sponsored a worldwide soccer tour
    that featured top teams. It has also spent millions on global advertising campaigns and signed leading
    national soccer stars such as Eric Cantona (captain of the national champion Manchester United soccer
    team in the U.K.) to highly lucrative contracts.
    But nothing matches Nike?s sponsorship agreement with the Confederacao Brasil de Futebol, Brazil's soccer
    federation, which cost the company a breath-taking $200 million. Why Brazil? It won the 1994 World Cup
    soccer match. The contract is a 10-year deal that includes appearances in Nike-produced exhibition
    matches and community events. Nike will supply Brazil's national teams with sports kits. In return, the
    teams will participate in five annual friendly soccer games that Nike is arranging, and to which Nike retains
    the television rights. Nike will also have access to training clinics in Brazil and to the infrastructure of the
    game.
    Nike has applied the same technical skill and drive to soccer shoes that it applied to the basketball shoes.
    For example, when Nike couldn't find equipment for testing the best stud configurations and traction in
    cleated soccer shoes, it decided to build its own. The goal is to create the world's best soccer shoe, but that
    ETE-June 2008 Page 3 of 3 IMT-02
    won't be easy. First, the competition isn't yet ready to roll over and play dead. Adidas retains sponsorship
    of many top teams and players, including the national teams of Germany, Spain, and France. It also
    sponsors World Cup 1998, with the rights to sell official soccer balls and sports apparel. Further, Adidas has
    invaded Nike's home turf, sponsoring three U.S. teams and featuring players from those teams in its U.S.
    advertising. ?We don't think that anybody can get near to us on the product side,? says Peter Csandai, an
    Adidas spokesman. Reebok, Nike's main competitor in the U.S., has also signed contracts with at least 30
    professional soccer clubs throughout the globe.
    And there's competition at home from firms such as Vans, a small California company that aims directly at
    the teenage market by targeting the California adolescent?an Internet-surfing latchkey kid. As the number
    of teenagers in the United States grows from 25 million in 1997 to over 31 million in 2010, this move could
    prove shrewd. These kids are not into team sports; instead they are attracted by individual sports such as
    skateboarding, snowboarding, surfing, and mountain biking. Within two years of entering the market for
    snowboard boots in 1995, for example, Vans has become the third largest company in the business. So, it?s
    in a position to make a move on Nike.
    Competition is not Nike's only problem; some of its actions haven't left fans cheering either. Signing bad boy
    Eric Cantona generated a lot of criticism and infuriated the soccer establishment in the U.K. In 1996, Nike
    flew eight of soccer's hottest players to Tunisia to film an advertisement in which the athletes competed
    against the devil. Not surprisingly, this ad drew angry letters from many offended fans. Even the Brazil deal
    has been heavily criticized. As part of that deal, Nike had to pay Umbro an undisclosed amount to cover the
    remaining two years of its contract with the Brazilian federation. ?Nike is going in and almost encouraging
    teams to break contracts,? says James R. Gorman, president of Puma North America. Finally, not all soccer
    athletes are convinced Nike is better. Many pro players continue to get their equipment from companies
    such as Umbro, Puma, and especially Adidas, which has been part of the sport for decades, not just the last
    few years like Nike.
    Still, with over $8 billion in sales in 1997, Nike remains the biggest player in the game. Adidas is a distant
    second with $3 billion. With its free spending, Nike appears to have changed the economics of the game.
    Nike intends to be the number one supplier of soccer gear by World Cup 2002, but so far its efforts have
    produced only $200 million in annual sales. It has a long way to go before it scores a match-winning goal in
    the global soccer market.
    Questions
    1. Identify Nike's markets and Nike?s positioning in these markets?
    2. Describe the company?s global soccer marketing mix?
    3. What marketing recommendations would you make to help Nike achieve its quest for global soccer
    dominance? How serious is the threat of a firm like Vans? Is Nike likely to be successful in global
    soccer?

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