What We've Been Working On

The way we see it, our work is only as good as the results it generates. And we really get the job done. Which is a good thing, since our clients represent some of the most demanding, heavy-hitting companies and nonprofits in the world.

You'll see clients in industries from communication to construction, finance to food service. An impressive assortment of nonprofits, as well. Because, at BKV, our clients, and the work we do for them, all point to our versatility. To our capacity to examine each client's unique needs, and respond with groundbreaking creative ... for record-breaking results. Whether those goals call for direct mail, print ads, broadcast or interactive, BKV can get the job done quickly, consistently — and directly.

Go ahead. Take a look at our prestigious roster of clients. And click on any with a hyperlink to view a case file. Or you can get in touch with us directly — and learn how BKV can improve your results and revenue, too.

Client List

• American Red Cross
• AT&T Wireless
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Client: AT&T Wireless
Background:
Cingular Wireless (now AT&T Wireless) was the second largest wireless provider in the country, serving over 22 million customers nationwide. A leader in mobile voice and data communications, Cingular offered a complete set of wireless services, including traditional "voice" products as well as next-generation data products like Interactive Messaging, Wireless Internet and ringtones.
Problem:
BKV was challenged by Cingular to cross-sell data service products to current customers who had never purchased these products and to expand the usage of data service products among customers with little usage of the service. The primary obstacle was the perception that these data services are complicated and time-consuming to use.
Solution:
Our first step to was to develop Clone Models of Cingular's current data service users — specifically Interactive Messaging users, customers who use Mobile-to-Mobile text messaging and E-mail. Once the Clone Models were built, we modeled the entire Cingular customer database to find other customers who had the highest propensity to use Interactive Messaging. BKV developed several testing strategies in order to learn which segmented group of modeled customers, which package format, and which product offer in combination was the most responsive. As a result, a number of test cells were established surrounding the following:
• Customer Groups: Four models were built for this program — based on the usage of the two products (text messaging vs. e-mail) and the two billing system datasets available. Modeled customers were separated into deciles based on their scores. The first 2-3 deciles were selected for our initial testing. Additionally, single phone wireless subscribers were separated from customers with multiple phones.
• A cross section of Cingular customers (without the model applied) was selected as the "control" test cell.
• Package Formats: A self-mailer usually provides a lower production cost, but a traditional package (in this case a 6x9 letter package) often provides more response. We tested both formats; each was visually appealing and recognized the reader as an existing Cingular customer. Both contained similar creative elements so that the package test would not be unduly influenced by creative differences. In a previous Interactive Messaging direct mail offer in which both products were offered together, we used a short-fold self-mailer; this package was used as a back-test "creative control" cell.
• Product Offers: Based on the models that were developed, we developed creative featuring the appropriate product offer for each modeled audience — Mobile-to-Mobile text messaging and E-mail. A self-mailer and 6x9 letter package were designed, specifically highlighting the Mobile-to-Mobile offer; and a self-mailer and 6x9 package were designed specifically highlighting the E-mail offer. These packages not only tested against each other, but also against themselves within the non-modeled control groups.
Results:
Overall, the mailing resulted in 50% more new subscriptions than prior efforts. In addition, through detailed segmentation of the mail file, we found that within our individual test cells:
• The Clone Model "Multi" phone customers performed 49% better than "Singles" customers.
• The Clone Model also performed better than the "Control"/non-modeled group by as much as 116%.
• The self-mailer outperformed the 6x9 package in both the Mobile-to-Mobile and E-mail product offer test, and both the Mobile-to-Mobile self-mailer and 6x9 package defeating the previous control which offered both products.
Beazer Homes
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Client: Beazer Homes
Problem:
Beazer Homes is one of the nation's top homebuilders. As the sub-prime loan crisis began to unfold, confidence in the market dropped significantly, discouraging many prospective home buyers from making the decision to buy. With these conditions in place, it became even more important to move users from passive prospects to engaged sales leads.
Solution:
Beazer has communities in 31 markets across the nation, so BKV used a geo-targeted approach to reduce wasted exposure. BKV incorporated a multi-channel approach through paid search, e-mail, pay-per-call and display ads. In addition, BKV's creative department worked with Beazer's "See What a Dollar Can Buy" theme to engage prospects in the promotion.
Results:
Despite the unfavorable housing market conditions, the results for this campaign surpassed the objectives in almost every way possible.
Online Display Advertising:
• Overall, the cost-per-lead goal was surpassed by 28%
• The best performing vehicle beat the cost per lead goal by 72%
Pay-Per-Call:
• Surpassed the cost-per-lead goal by 36%
Landing Page:
• Improved conversion by 24% versus the previous landing page design
Black & Decker
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Client: Black & Decker
Background:
Applica is the exclusive licensee of Black & Decker Household Products. The Arctic Twister represents the first launch of the Progressions series, a continuation of high quality, durable and meaningfully innovative products by Black & Decker — all with a distinctive, "cool" aspect. The Arctic Twister is a unique consumer ice cream mixer that creates "blizzard" style desserts.
Problem:
The overall challenge was to test the introduction of a new product to the marketplace in 3rd quarter, and be ready to roll out and meet 4th quarter sales goals at the retail level, as well as direct sales — all the while offsetting costs as much as possible through the direct sales. We also faced the obstacle of selling an ice cream product during the winter months.
Solution:
Our primary target audience consisted of women between the ages of 25 to 54, occupation of homemaker and with the presence of children. BKV developed a mixed media plan including Spot TV, Cable TV and Web to reach this audience.
The creative for both TV and the Web had to convey a feeling of fun and ease for individuals and gatherings. It's a product that brings people together, sharing a fun activity with delicious results. Following in the Black & Decker format, we wanted to use recognizable music that also worked with the product name — that music was the Isley Brothers Twist and Shout. Several kids were shown enjoying using the product, as well as the end result...soft serve ice cream.
To enhance the offer, BKV recommended offering Free Shipping and Handling with Breyers Ice Cream coupons via inbound telemarketing and Web. Once we entered prime gift giving season (early November), we changed the offer to Free Gift Wrapping for a limited time only. The Free Gift Wrapping offer provided a better margin in which to offset costs and appeared to have no effect in converting sales against our control of Free Shipping and Handling.
BKV included a Web address in each of the TV spots to give consumers multiple ways of purchasing this product. We strategically placed the TV media to drive retail sales, but at the same time we employed DR techniques such as reviewing network selection, dayparts and response rates to offset costs and maximize ROI.
In the process, we noticed that a vast majority of our direct orders were coming in via the Web. We then delved into the customer profile and purchased a mix of online media including keywords, banners, popups, special storefront links within MSN and Yahoo!, and a handful of e-mail lists to capture the attention of online shoppers.
After an initial late summer test, BKV recommended split serving a full-blown Web site against a pure landing page to help understand how to better convert sales. We continually monitored both these versions so that we could optimize them on the fly. Our monitoring led to the following changes: the offer was more prominently featured; "buy now" buttons were added to each page; we streamlined the shopping cart; and we created more of a holiday feel in order to fashion a gifting mindset.
Results:
Overall, the Arctic Twister sold over 93,000 units between late July and December in its first year. This was considered a great success with an overall CPO of $24. Web sales accounted for 73.7% of direct sales, resulting in a better payout model and offsetting Web media cost by approximately 226%!
CheckFree
Consumer Source, Inc.
• Apartment Guide
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Client: Apartment Guide
Problem:
Consumer Source, Inc.'s ApartmentGuide.com website helps people locate and choose the best apartment for them.  The site is geared toward a young, urban professional audience with a desire to live in metropolitan areas.  Sites such as these often have trouble increasing the number of site visits while maintaining a high conversion of traffic into leads.  CSI knew it could rely on BKV's for innovative approaches to difficult problems. BKV had to find a way to balance increasing visit volume as well as increasing the number of qualified leads.
Solution:
Before hiring BKV, CSI utilized paid search in an attempt to increase the number and quality of lead. With the Cost per Click (CPC) rising and the increasing threat of click-fraud, BKV had to employ a new strategy. We created an expansive and comprehensive keyword list in order to help drive search efficiency.  This alternate media vehicle not only allowed us to keep the Cost per Visit and Cost per Lead low, it also allowed CSI less reliance on expensive “bid-warring". Our “outside the box" thinking proved the perfect solution to CSI's ApartmentGuide.com problem.
Results:
In addition to generously beating the allowable Cost per Visit and Cost per Lead goals, BKV also identified two new media opportunities outside of search — resulting in over a BILLION free impressions! Overall, BKV's relationship with CSI demonstrates how important it is to do ongoing analysis, improvement, and optimization of interactive media campaigns. With our unique approach of optimizing campaigns through combined automated tools and human intelligence, we achieved outstanding results.
Auto Guide
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Client: Auto Guide
Problem:
Consumer Source, Inc. redesigned their AutoGuide.com website, a site devoted to helping people locate used cars and dealers in their area.  CSI promotes the interaction between consumers as dealers through both its AutoGuide.com website and the free guidebooks available throughout various cities. CSI found that though these guides were being picked up, they weren't converting to site traffic at a satisfactory rate. CSI entrusted BKV with not only raising awareness about the site and encouraging conversions from the free guides, but also increasing traffic and subsequent qualified leads.
Solution:
Never afraid of inventive thinking, BKV decided to test a radio awareness campaign that would encourage both guide and website leads (as well as the conversion from guide to site). The campaign was tested in the Orlando market featuring radio spots that mentioned Orlando-based retailers carrying the guides as well as an Orlando-specific URL. We also employed a unique media strategy to ensure the greatest increase in traffic and leads without inefficient spending.
Results:
Due to BKV's ingenuity, the radio campaign was extremely successful, promoting awareness of the site as well as an increase in qualified traffic.  Our Orlando-specific creative both stood out and supported the brand. We achieved a 60% increase in visits and a nearly 100% increase in leads! In addition to meeting the original goals set forth, BKV also helped the client establish a successful, reliable approach to improved awareness and increase site traffic that would benefit them across a number of campaigns.
New Home Guide
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Client: New Home Guide
Problem:
Consumer Source, Inc.'s NewHomeGuide.com website is a consumer source that brings together new home buyers with the right home builder for them.  CSI wanted to ensure that its site not only had increased traffic with more qualified leads, but also established an attractive B2C brand that would entice builders to advertise their communities online. BKV proceeded with a plan that would deliver site visits and increase lead conversion while generating impressions and brand awareness for NewHomeGuide.com.
Solution:
BKV decided to present NewHomeGuide.com as the resource needed to find a builder to construct the new, perfect home. We employed this message through the campaign tagline: "Navigate your way home." BKV considered an integrated marketing campaign the best choice for the situation. With a variety of media, we strove to raise awareness of the site as well as drive traffic to it. Radio was the chosen medium to help reach the target audience most effectively while paid search was a clear choice for driving targeted traffic. Print ads were created for CSI publications, and the website was redesigned to help increase conversion.
Results:
This media blitz campaign not only generated buzz about the NewHomeGuide.com name, but it also drove qualified traffic to the site, increasing conversion. Overall, the NewHomeGuide.com campaign was a phenomenal success! We increased lead volume by nearly 250% as well as generating over 64 MILLION impressions! This campaign exceeded the client's expectations and truly demonstrated the success of creative multimedia in driving web traffic. BKV's success with CSI's NewHomeGuide.com can be attributed to a perfect balance of strategy, results, and creative.
Rentals.com
The Direct Marketing Association
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Client: Direct Marketing Association
Background:
Each year, the Direct Marketing Association hosts the International ECHO Awards Competition to honor the world's best direct marketing campaigns. To enhance ECHO entry participation, the DMA selects an agency to create a concept surrounding the need to go online to enter — a Call for Entries campaign. The agency is then charged with creating collateral, e-mail and other marketing materials (all with a new look and feel from year to year) to help drive to Web to enter their best work.
Problem:
The biggest problem facing the ECHO Committee from year to year is the need to create a brand new campaign (or concept), and to integrate it into a Web site that communicates the heritage and prestige associated with the awards.
Solution:
The ECHO Committee turned to BKV, who in turn partnered with an eclectic assortment of agencies to create the ECHO Call for Entry Web site. BKV has a long history of building sites that bring together a deep understanding of creative Web design, while also providing online direct response know-how. And BKV does so while encompassing the look and feel of the other agencies' campaign concepts. Each year, the site serves as an area for the over 1,000 awards contestants across the world to gain valuable information about the awards and to submit top-notch entries.
Results:
BKV's success can be measured by our successful collaboration with other agencies in creating in-depth Web sites that feature true DR techniques. As a result, the DMA has relied on BKV to design, develop, and host the ECHO Call for Entry site for the past 10 years.
In fact, in 2007, BKV was asked to complete a more permanent stand-alone site to represent the prestige and magnitude of the ECHO Award. Not only does this site contain a section dedicated to entry participation, but it also serves as a place for marketers around the world to gain valuable industry information and inspiration.
Dirt Devil
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Client: Dirt Devil
Background:
In 1984, Royal Appliance introduced an innovative new product, the Dirt Devil® Hand Vac, which grew to become Royal's signature product and the largest selling handheld corded vacuum cleaner in the United States. In 2000, Dirt Devil introduced its latest entry into the handheld vacuum market — a handheld shampooer. The product was designed to easily lift stains out of small areas; therefore, they named it the Spot Scrubber.™
Problem:
The Dirt Devil brand had experienced successes by introducing new products through Direct Response Television. Expectations had been set with regard to launching a product with DRTV. BKV's challenge was to meet or exceed those expectations while launching a product that was unproven in the marketplace. Our goals were to build awareness, generate direct sales and drive retail sales.
Solution:
We felt strongly that a new product introduction required credibility, and there was no better way to achieve it than tie the Spot Scrubber to Dirt Devil by using the golden retriever puppies that have become synonymous with the Dirt Devil brand.
BKV developed and tested a :120 second and a :60 second spot on national cable TV, along with some spot market buys. We decided to use a single puppy and match him with his best friend — a small boy. In the spot, we acknowledged that a child's enthusiasm often results in a mess ... and a party full of excited children is an accident waiting to happen. Throw a puppy into the mix and you have an urgent need for a Spot Scrubber.
There are two parts to the spot. The first starts with a scene of a six-year-old boy's birthday party. His beaming parents are there and his little friends are bursting with excitement. The new puppy is introduced and chaos ensues. Food flies and juice tumbles. Our hero — the Spot Scrubber — allows mom to clean up the mess quickly and easily without disrupting the party.
The second part of the spot is a good, solid Direct Response demonstration of the features and benefits of the product. The Spot Scrubber is shown working its magic throughout the house — and even in the car. We felt that it was important in the demonstration section to make sure the consumer understood that there were many uses for this product — implying that, over time, it would be as essential a tool as the vacuum cleaner.
Results:
The launching of the Spot Scrubber was a success beyond our client's expectations. It was one of the most successful new product launches in the history of Dirt Devil. The spot grew the market by 250% within 90 days of the launch and it drove 7 retail sales for every direct sale made. The tremendous sales volume resulted in a "sellout" both in DR and retail. Virtually every retailer had run out of the product by Christmas.
EarthLink
Equifax
GE Money
GMAC Insurance
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Client: GMAC Insurance
Problem:
GMAC Insurance is one of the largest auto insurers in the nation. The auto insurance industry is a highly competitive environment, and competitors to GMAC Insurance have grown steadily over the last several years, all touting a savings/price message. GMAC Insurance has done very little brand advertising, so public awareness of GMAC as an Auto Insurance provider was very low. They needed a new way to generate a higher volume of leads to meet the company's acquisition growth objective.
Solution:
The objective of this DRTV campaign that launched across several markets was to drive qualified leads to call or log on to the Web for a new quote. To achieve these objectives, BKV needed to come up with an approach that would command the attention of our target prospects and directly address the benefits of insuring with GMAC. The strategy was to leverage GMAC's heritage in the auto industry and communicate the benefits included by GMAC Insurance that other insurers didn't feature in their policies.
Our testing strategy included :60s vs :120s, as well as an offer test. We tested offers such as Two Free Movie Tickets for a quote request, vs. Free Quote (without the movie ticket premium).
Results:
• Goals were not only met but exceeded.
• Leads exceeded goal by 91%.
• Quotes exceeded goal by over 200%.
• Cost per lead was 50% lower than goal.
• Cost per quote was 54% lower than goal.
• Sales exceeded goal over 20%.
Good Measure Meals
Harrah's Entertainment
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Client: Harrah's Entertainment
Problem:
In order to capitalize on the broad audience seeking deals around Black Friday, Harrah's Entertainment wanted to promote its property brands during the period following Thanksgiving. Harrah's faced pressures from online travel aggregators with whom they have agreements to distribute room inventory. Moreover, the market was saturated with competitive advertisements offering attractive alternatives.
Solution:
BKV capitalized on our already extremely efficient media buys, incurring no additional cost in changing out to Black-Friday-specific creative and re-routing the associated traffic to our Black Friday landing pages. We also utilized the display networks in order to re-target our Total Rewards (loyalty) customers. Finally, we bought placements on Amazon.com to better capture online shoppers.
Results:
Overall, the campaign generated a 24% lift in revenue for the participating properties. Amazon.com and display networks were far and away the greatest volume-producing and revenue-generating publishers. They were responsible for 95.7% of the total reservations.
The Home Depot
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Client: The Home Depot
Problem:
The Home Depot is the world leader in home improvement. They approached BKV with the challenge of finding a better way to engage their customers with their e-mail and corresponding weekly ad Web site promotions. The existing campaign was a standard out-of-the-box approach that wasn't achieving the results they desired.
Solution:
BKV's approach consisted of taking the best of breed weekly ad experiences, redesigning it to ensure an enhanced customer experience, conducting research and usability studies, ensuring that the design fit into the brand proposition for The Home Depot and ultimately coming up with a design to meet the brand and consumer needs. This was done on both the e-mail and online experience side of the equation.
Results:
The results for this campaign far exceeded our goals and objectives:
• The redesigned Web site drove 34% more site visits
• BKV helped grow the opt-in e-mail list size by nearly 50%
• Average visits per day increased 25%
• Returning visitors increased 12%
• Page views increased 5%
• Average page views per day increased 4%
ING Run for Something Better
Jarden Consumer Solutions
March of Dimes
Prison Fellowship
The Salvation Army
Six Flags Corporation (5 Parks)
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Client: Six Flags Corporation
Problem:
Each Six Flags park was responsible for planning and executing its own direct mail program to generate prepaid group orders. It was very expensive to produce park-specific campaigns on an individual park basis. In addition, each park had its own order entry system that did not lend itself to reliable tracking for results analysis.
BKV was challenged to develop a more efficient program that could be utilized by all parks, yet would maintain each park's own identity.
Solution:
Establishing a centralized, cost-efficient program that would meet the needs of each park required a number of changes. First, BKV developed a consistent campaign across all parks. The campaign was designed to allow for photo and copy changes that would accommodate each park's specific rides and shows. A major cost savings was also realized by "gang printing" all four-color mailings across the system. We designed packages that included multifold brochures that showed through oversized window envelopes. This allowed each mailing to look different on the outside while utilizing the same brochure across flights. Efficiencies were realized by printing all the brochures for the year at the same time.
Second, so that we could properly analyze the results for each park and leverage the learning across all parks, a standardized order form was designed for all parks. This form included a 15-character "smart code" to quickly identify park, campaign, list, offer, creative, etc. and allowed us to track data consistently across all parks. We also created the park's computer monitoring system for group sales so that reports could be generated for analysis.
BKV saw another opportunity to increase sales through a referral program and recommended including "Pass Along" order forms. A second order form was included in each package with a "Please pass along" message. This allowed for deeper penetration within the schools/churches at minimal cost. To date, the pass along order forms account for almost 50% of total trackable sales. An annual directmarketing plan was implemented for all parks which incorporated individual plans for each park. By having one central source for analysis and planning, it allowed the parks to benefit greatly from the shared data across all parks.
We created multiple test cells to identify the most responsive lists, titles and offer. We also tested distance from the park and enrollment/congregation size. Once the results were in, we analyzed data on an individual park basis as well as collectively for all parks. Because the data was to be shared, we were able to test several different cells in different parks. While we understood that the results might vary by park in rollout, we were able to share data from different tests that provided valuable direction that could be applied across all parks.
Results:
Based on learning across all parks, we were able to expand mailings to maximize results at specific times of the year (increased fall and winter mailings). With the increased efficiencies, we were able to increase our quantities and utilize high penetration mailings (increased titles into each school) that resulted in a significant increase in ticket sales the first full year of the program. The cost savings also allowed Six Flags to expand the outer market program that incorporated an offer strategy based on distance to the park that resulted in incremental sales.
• Great Adventure
• Over Georgia
• Magic Mountain
• Hurricane Harbor
• St. Louis