tremor media? “you’re everywhere”

In early 2006, Tremor Network, a small rich media ad network acquired Dynadco, a small technology company with a tool that allowed online video publishers to dynamically insert ads from any ad source. Tremor wanted to get into video and it was a great match.

Dynadco was the brainchild of Jesse Chenard and I was fortunate to have helped him get the company up and running. When I had the chance to run marketing and creative services for Tremor and work with Jesse full-time I didn’t think twice. When we started, Tremor had less than 10 full-time employees.

By late 2008, less than three years later, Tremor had more than 100 full-time employees. And our advertising, publicity and industry standing had risen exponentially. In the meantime, every conference, every sales call, I never tired of hearing people say “Tremor Media? You’re everywhere!”

Tremor Media? You're Everywhere?

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4 sales teams; 80 sales people; one you; now what?

presentation template
It always presents a challenge to work with large sales teams, but when they have different missions, different messages, different audiences, it becomes even harder to help them create presentations and sales collateral that are consistently on brand, on message and … well … not awful.

Here are some key areas I focused on at Nasdaq as well as with other companies that I’ve supported large numbers of sales people:

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case study: rebranding a household name during a financial crisis

9/17/01 financial markets open for businessthe accidental brand

During the tech boom of the ’90s, Nasdaq grew from an acronym into a rather slick and faceless technology brand. While our competition at the NYSE had the amazing theater of the trading floor with traders gesticulating wildly (at least that’s the perception in popular culture) complete with the “ringing of the bell,” Nasdaq was an unintentional brand that had grown up too quickly. Everyone knew about the Nasdaq stock quotes because of the ticker at the bottom of their TV and computer screens but people did not have a visceral sense of the brand promise - only a number.

The early 2000s was a critical time in the history of the Nasdaq brand. As creative director starting in 2001, I set out to bring human elements into a tech brand at a difficult moment in history. I created and implemented a broadly integrated communications plan to align 360 degrees of audience perception with many disparate business needs and media requirements.

more: nasdaq integrated marketing and design case study

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