Rambus

Problem:
The industry had a negative perception of the company that significantly impacted their ability to grow their business. Customers distrusted the company and its products. The company was perceived to be synonymous with one of its products "RDRAM" which was on the decline. The application for the company's broad, breakthrough technology was perceived to be only in memory technology.

Solution:
We took the company through a strategic process that began with research into what customers and other constituents really thought about the company and its products. The analysis and planning that followed resulted in a new brand identity that accurately reflected the company's vision and value proposition to customers. Product strategy and positioning became much broader and the company reorganized and changed its strategic goals to align with the new brand identity.

Result:
We rolled out the new postioning and image internally and externally, and it has been successful to-date in gaining traction with employees, customers and others. Constituents are of course waiting to see if the company "walks the talk", but they at least clearly understand the value proposition of the company and its products. In addition, the company now has a much broader product focus and has effectively transitioned from a single-product company to a much broader range of applications for its breakthrough technology. The company is now viewed as a provider of critical technology and services to its customers, as opposed to a litigious intellectual property toll collector, as many viewed it previously.