01 · Client background01 · 客户背景
The client关于客户
The client is an established software-as-a-service company that sells to business customers in the United States.客户是一家成熟的软件即服务（SaaS）企业，面向美国的企业客户销售产品。
02 · The challenge02 · 挑战
What was at stake面临的问题
As the company broadened its offering, the way it described itself had drifted. Press materials, sales decks and investor-facing materials each told a slightly different story, and marketing results were hard to compare from one quarter to the next.随着产品线扩展，公司对外的说法逐渐走样。新闻材料、销售演示和面向投资人的材料各讲各的，各季度的营销效果也很难放在一起比较。
Leadership wanted senior support across communications, marketing and reporting without building a full in-house team for each function.管理层希望在传播、营销和报表上获得资深支持，又不想为每个职能都组建完整的内部团队。
03 · What we did03 · 我们做了什么
Our approach我们的做法
Diagnose诊断
Reviewed the company’s positioning, media coverage, marketing channels and the management reports leadership used to track them.梳理公司的定位、媒体报道、营销渠道，以及管理层用来跟踪这些工作的管理报表。
Design设计
Built a message house shared by PR, sales and investor-facing materials, a marketing plan with clear measures, and a reporting framework for management review.搭建供 PR、销售和投资人材料共用的信息框架，制定带明确衡量指标的营销计划，并设计供管理层审阅的报表框架。
Implement实施
Ran media relations and content with DY Media, set up campaigns against the new plan, and produced the management reporting pack together with the finance team.与 DY Media 一起开展媒体关系和内容工作，按新计划搭建营销活动，并与客户财务团队共同产出管理报表包。
Operate & scale运营与扩张
Moved to a regular operating cadence: periodic reviews of coverage, campaign performance and reporting, with adjustments made in the same forum.转入常态化运营：定期复盘媒体报道、营销效果和报表，并在同一个会议上决定调整。
04 · Results04 · 成果
The impact项目成果
- 01A single company narrative used consistently across press, sales and investor-facing materials.媒体、销售和投资人材料使用同一套公司叙事。
- 02Marketing tied to measures leadership could compare over time.营销工作对应到管理层可以跨期比较的指标。
- 03Senior communications, marketing and reporting capacity without building every function in-house.获得资深的传播、营销和报表能力，而不必每个职能都自建团队。
05 · Capabilities involved05 · 涉及的服务能力