Content Writer – Break The Web
Hello Break The Web Teamâ€”
This opportunity is a wonderful fit for my experience!
From 2007 until 2011 I worked as a case writer developing published content for Columbia Business School. I developed more than 20 case studies in Marketing, Finance, Management, and Entrepreneurship classes. In my role I worked with professors to develop a vision and objectives for each case study, conducted primary and secondary research on market/topic and specific business questions, interviewed sources, synthesized large quantities of data, edited interviews for digital links and wrote text to create compelling and instructive case studies. I would be thrilled to apply those skills to develop content articles on behalf of your clients. In addition to academic content writing, I have significant experience in writing marketing communications including digital advertising, direct email campaigns and sales and marketing collateral.
Rate per word/article – I would charge $300 for 700 words and $450 for 1200 words
How many articles could you write per week? – I could write 2 â€“ 3 articles per week depending on the depth of research required to craft an excellent piece.
Writing samples â€“ I am attaching selections from various case studies written for Columbia Business School, as they are closest to researched content article style you are seeking. Please let me know if youâ€™d like additional types of writing samples and I would be pleased to submit.
Writing Sample #1
â€¦â€¦ The Origins of Bugaboo
In 1994, industrial designer Max Barenbrug graduated with double honors from the Design Academy in Eindhoven, the Netherlands. While still a student, Max observed young parents struggling with unwieldy, stodgy looking strollers on the streets of Amsterdam and was inspired to solve a problem for parents that, according to Max, they didnâ€™t know they had. In order to achieve this objective, Max intentionally ignored existing stroller designs and took an â€œ insulatedâ€ approach to designing his product. Max felt this method was essential to tapping into the benefits his new stroller would deliver. â€œThe concept was based on interesting market trends: father care, non satisfaction with baby products, more free time, more sports activities. These trends are inspiring for a designer– information that comes from outside in, identifying latent needs, with our creative product concept process we can make a difference inside out.â€ Maxâ€™s resulting design was entirely unique. The technology that allowed the flexible, new functionality was a â€œcentral jointâ€ (which Bugaboo later called â€œthe Epicentreâ€). Maxâ€™s design innovation allowed some of the functionalities that came to define the Bugaboo difference: a reversible handlebar, a reversible seat, two-wheel position for the beach and snow, and a compact folding system. The strollersâ€™ colors were bold, and the look was modern.
After graduation Max teamed up with his brother-in-law Eduard Zanen, a physician and entrepreneur, to sell his final project design to retailers. They initially had no success. Retailers were not interested in selling a product that â€œbroke the moldâ€ of traditional strollers. Max went back to the drawing board and spent two years refining his design.
In 1996 the two men founded a company to produce and sell their new stroller. In the early stages of production, Bugaboo had difficulty controlling quality and cost inputs because its low production volume garnered it little attention from manufacturers. Dissatisfied with the lack of control and quality of its initial production efforts, Max and Eduard decided to purchase their own factory in Taiwan. Eduard financed the development of the prototype while Raul Meerten was hired to develop factory drawings for production. Madeleen Klaasen, formerly a marketing executive at Nike, soon came on board to oversee the companyâ€™s marketing efforts.
To determine the price of their product, Eduard visited retailers and asked how much they would charge for the product. The answer gave Bugaboo little margin above cost, so Eduard made a decision that changed the stroller category forever: he decided to set the price at twice what the retailers suggested. Of this decision Eduard recalled, â€œI decided to ask double, and thought that we could always bring it down later if we needed to.â€
In 1999, nearly four years after Max and Eduard began in earnest, the first Bugaboo stroller glided along the streets of Holland. The Bugaboo Classic stroller immediately stood out in the market due to its innovative functionality and fresh, modern look. Bugaboo received a lot of attention in the press, garnering positive professional reviews and quickly gaining popularity, despite its high priceâ€¦â€¦
Writing Sample #2
â€œBlow, the new York blow dry barâ„¢â€
â€¦.The Blow Business Model
The teamâ€™s concept was to create a hip, approachable, affordable salon that touted blowouts as its signature service and positioned Blow as the premier authority on blowouts. The teamâ€™s strategy was to build a national brand around its signature service much the same way the famous Bliss Spa in New York City had done with its oxygen facial. Founded in 1996, the first Bliss spa opened in New York City’s SoHo, and quickly became a hot spot. Bliss began a spa trend by combining a modern menu of services and a fun, ‘no-attitude’ atmosphere. With its trademarked service the Triple Oxygen Treatment, it gained a huge following. Today, there are eight Bliss spas worldwide and the company sells a large array of beauty products through multiple channels. (See www.blissworld.com to learn more about the Bliss brand and product portfolio) The Blow business model centered on redefining the typical salon business model by creating a destination women would visit frequently while paying a lower average price for each visit than at a typical salon. (See Exhibit 1 to review the Blow business plan.)
Like Bliss, Julie, Jennifer and Stuart believed they could get women in Blowâ€™s door with a blowout and then keep them coming back as customers for an array of beauty services. (See www.blowny.com for a complete listing of Blow services and prices). Also like Bliss, they intended to position Blow in the â€œmasstigeâ€ segment of the beauty industry- in between the mass market and prestige market. The teamâ€™s longer range plans for Blow included leveraging the brand to launch a hair care product line, and hopefully , down the road, to be acquired. Up and Running
Together, the management team raised enough money from friends, family and savings to incorporate the business, draw up partnership agreements and open the first Blow, the new York blow dry barâ„¢, on West 14th street in New York City in 2005. With the help of a public relations firm, Blow generated positive buzz around town and began receiving attention in national beauty magazines. (See Exhibit 1 for a sample of Blow press.) Soon after the salon was operational, David Dieguez began developing a hair care product line specifically designed to enhance blowouts. Blow introduced five products in 2006. On the heels of the product launch, the Blow team set out to raise capital from investors in order to open another salon. The effort was successful in raising $600,000, and in 2008 Blow opened its second salon on Manhattanâ€™s Upper East Side.
A Critical Turning Point
After the opening of Blowâ€™s second salon, the team met with its Chairwomen, Linda Sawyer. Blow was gearing up to engage in a strategic brand evolution process with an outside firm. Linda challenged the management team to organize its thinking about the brand with its investorsâ€™ exit strategy in mind. She wanted Julie, Jennifer and Stuart to research what companies in beauty had been purchased, and who was purchasing them. The team discovered that attractive acquisition targets were almost all product-focused companies over $10 million in revenues. This knowledge led the team to shift its priority away from expanding the footprint of its salons to focusing on transforming into a hair care products company.
On the heels of this new commitment to building out the hair care line and its distribution, Blow revised its packaging and expanded its product line to 15 items by the end of 2008. The team also relocated its manufacturing to facilities closer to the Blow headquarters in New York City. Pushing the company and the Blow brand forward on all fronts, in 2009, Julie, Jennifer and Stuart finalized a deal with the home shopping channel QVC as well as a national retailer to dramatically increase distribution of the Blow hair care products. (See ??? to review a clip from the QVC segment of Blow hair care products.) Blow, which sold 5 products in just over a dozen doors in 2006, would have 15 products in 350 doors by the end on 2009â€¦.
Writing Sample #3
â€¦In the summer of 2009, Tricia Morente walked along the streets of a densely populated town in the state of Maharashtra, India. In many ways it reminded her of the scenes she saw every day in Hyderabad, located in the Indian state Andhra Pradesh where, as the Director of Marketing and Strategy for LifeSpring Hospitals she interacted with local families every day. Women walked with children along the crowded streets as men driving rickshaws sped by. The purpose of Morenteâ€™s trip was to scout locations that fit with LifeSpringâ€™s aggressive expansion plans.
Currently operating six small private hospitals, LifeSpring had been successfully delivering high quality, affordable maternity healthcare to women and children from lower income households since December 2005. Scalability was essential to the LifeSpring mission of making quality maternity healthcare not only affordable but also broadly accessible to lower income women across India. To accomplish this goal, LifeSpring aimed to open thirty hospitals by the end of 2010, totaling nearly 150 hospitals by 2012. This ambitious goal motivated Morente, but also worried her. How might LifeSpring best market to customers in these new areas in order to gain their trust and attract them to LifeSpring? While Morente couldnâ€™t help but have some doubts, she also could see the promise of all they could achieve in a place like Maharashtra, where so many women could not afford quality health services and where more than 40% of women gave birth at home, without the benefit of a skilled medical attendant.
Writing Sample #4
In 2002, when Patrick Fitzgerald, a recent law school graduate working at a Wall Street law firm, learned that New York City Mayor Michael Bloomberg had suspended its recycling program due to a lack of participation (http://www.albionmonitor.com/0207a/nycrecycling.html), Fitzgerald sought to find out more. He discovered that advertising to induce participation in recycling programs had not been successful and wondered if there might be a better way to get results.
Fitzgeraldâ€™s proposed solution was a business model in which recyclers could earn â€œcreditsâ€ to redeem at local stores based on the volume they recycled. Fitzgerald further envisioned charging municipalities (which paid significant fees for landfill use) a share of the savings they would accrue from lessened disposal fees. Fitzgerald contacted a high school classmate, Ron Gonen, to see if he was interested in developing the concept: he was. Gonen had spent the early part of his career in consulting, where he developed CRM and strategic account management programs for clients such as Bank of America, Bank of Montreal, Bank One, GE Capital, Cable & Wireless and DIRECTV. When the two met for dinner to discuss the idea, Gonen was a first year student at CBS.
A Workable Plan?
Both men became convinced that creating an incentive program for recycling could benefit consumers, cities and the environment and were passionate about bringing the idea to market. Having grown up in the Philadelphia area, the team targeted this area to pilot their program. Fitzgerald and Gonen called waste management companies to find out if they would haul recyclables and contacted retailers to gage interest in partnering with them to redeem rewards coupons. Gonen got to work drafting a business plan for their companyâ€”which they named RecycleBankâ€”and developing software that would allow recyclables to be measured so that customers could track their rewards. Gonen also searched for a sustainable technology to identify the companyâ€™s binsâ€”one that would not deteriorate over time or through exposure to the elements. Radio Frequency Identification (RFID) technology, would soon produce the missing link for their business model.
In March 2005 Gonen and Fitzgerald worked with the government officials in a Philadelphia suburb to develop a 5,000-home pilot, but lacked the capital to purchase the bins to distribute to customers and retrofit the townâ€™s garbage trucks. Undeterred, the entrepreneurs went in search of a waste management partner for the pilot program who might provide the bins at no costâ€”the incentive for which would be future sales of recycling carts to RecycleBank. After dozens of fruitless â€œcoldâ€ calls, Gonen approached Cascade Engineering, a Grand Rapids, Michigan-based companyâ€”and unlike their previous efforts, the sales rep did not laugh or hang up on them. Instead, he passed the idea on to owner Fred Keller who thought the idea had tremendous merit. Keller agreed to provide the 5,000 bins and retrofit the garbage trucks in the pilot in exchange for equity in the companyâ€¦.