Marketing Sales

WILLIAM F. YORK • *** BAY VISTA AVE • OSPREY, FL *4229 • 512-***-****

acqb3t@r.postjobfree.com

SUMMARY

Senior multi-channel marketing executive who enjoys creating shareholder value by discovering the power of both new and

well worn brands in need of minor or major adjustment. I love the risk, return potential of discovering something hidden in

fresh or lapsed brands and surprising consumers with novel insight that gets them rein-gauged with the brand. And, in the

change, generate revenue and profit growth for all stakeholders. I have the ability to visualize the big picture while, at the

same time, maintaining focus on the details and execution. I am a strong leader and mentor - adept at managing and

developing internal marketing teams, collaborating with international divisions, and maintaining strong relationships with

outside vendors.

Specialties: Monetizing consumer insight, finding new opportunities (or mining the old) for areas of innovation, looking at

the same things differently with open eyes, making little strengths big, making big strengths bigger! Extensive experience

across multiple industries, both domestic and international (B2C/B2B), in the areas of mergers and acquisitions, strategy

planning, brand management and development, integrated marketing, multi-channel optimization, e-commerce development

and implementation,SEM and SEO development and optimization, social media, and mobile marketing, CRM development.

WORK HISTORY

Customer Marketing Associates, Inc., Osprey, FL, 2003 to Present

Managing Partner

A significant amount of client work has focused on turnaround opportunities within their marketing and

merchandising functions – such as revitalization of the existing brand through re-positioning of the brand message,

significant improvements to measurement tracking (revenue attribution models) relative to the return on marketing

dollars spent (both online and offline), customer contact optimization across multi-channel marketing programs, and

the transitioning from a offline marketing and merchandising strategy towards a more robust and efficient mix of

offline and online programs. The results of which translated directly to a more efficient marketing spend (across

channels) yielding growth in both top line sales and bottom line profitability.

Marketing consultant to B2C and B2B companies – Blackstone Group, Crutchfield Corporation (acting SVP

Marketing 2 years), Chadwick s of Boston, Cornerstone Brands, Dell, Fidelity, Hewlett-Packard, J. Crew, Levenger,

Lillian Vernon, Mustang Group, National Wholesale, Office Depot, Peruvian Connection, Plow & Hearth, Rapp Collins

Worldwide, Ripplewood Holdings, West Marine, Vermont Teddy Bear (acting President 1 year), and Zelnick Media

Consulting experience and insight across marketing and merchandising for B2C & B2B companies – market research

& planning, new product launches, brand management & development, market segmentation, integrated marketing,

multi-channel optimization, e-commerce development & implementation, SEM/SEO development & optimization

(margin $/per click), affiliate, social media & mobile marketing development, CRM development & implementation,

customer retention & acquisition strategies, regression modeling development & implementation, ROI implementation

& analysis, LTV development & implementation across multi-channel marketing programs, development and

implementation of continuity programs, integrated marketing communications, creative development & workflow,

promotional offer testing & incremental impact analysis, marketing operations, SaaS and PaaS solutions, merchandising

strategy development & implementation, product group & item level exposure planning, and price elasticity models

Camping World, Inc., Bowling Green, KY, 2002 to 2003

Senior Vice President, Chief Marketing Officer

Camping World was a complete turnaround and involved: significant work on brand messaging by re-positioning the

value proposition away from a discount strategy to more of one stop shopping experience, the development of an

omni-channel marketing messaging approach across the marketing channels (retail, catalog, and online); a complete

overhaul of the measurement tracking system (development of revenue attribution models) in order to achieve a

better balance with respect to the marketing investment (both online and offline) relative to gross margin dollars per

order/customer; development of a more effective and efficient customer contact strategy across a multi-channel

marketing model;, and the transitioning from a offline marketing and merchandising strateg y towards a more robust

and efficient mix of online and offline programs. Responsibilities, successes, and failures were as follows:

Directed the omni-channel marketing strategy development and execution for all retention and acquisition

communications across retail, catalog, internet, public relations, and consumer trade shows – over $350 million in

annual sales

Successfully managed the development build out and implementation of the corporate marketing and merchandising

database and front-end user interface

WILLIAM F. YORK • PAGE 2

Increased same store retail sales revenue by over 10 percent within the first nine-month period – increasing net

operating income by 30% or $8 million

Grew online sales mix by over 60% percent, from 12 to 20 percent of total company revenues

Ownership and management of the corporate brand, value proposition, and product merchandising strategy

Oversight of all loyalty marketing initiatives for Camping World s 600,000 plus Presidents Club Members –

increasing membership revenue by over 25% in a six-month period

Responsible for all market segmentation, database modeling, LTV, and market research initiatives

Management oversight of the company s private label loyalty credit card program – increasing card membership

penetration rate 75% (from 8% to 14%) by expanding card benefits via partnerships

Directed annual integrated marketing communications budget of $15 million and discount budget of $20 million -

reducing marketing expense by $6 million and marketing discounts by $8 million through database segmentation,

vendor partner negotiations, co-marketing programs, and reduction in customer discounts

Oversight of all aspects of e-commerce and direct mail creative development, production, and distribution for : radio,

television, website, SEM/SEO, retail flyers, catalog, and direct mail circulation – 75 million annually

Successfully built a world-class marketing department, providing a motivating environment for a staff of seventy-

eight marketing and retail resource center professionals

Under estimated the amount of time 9-12 months versus 6 months that it would take to change consumer buying

behavior (waiting for a discount offer versus not waiting anymore)

Interland, Inc., Atlanta, GA, 2001 to 2002

Vice President, Marketing

Interland involved a significant amount of merger and acquisition work integrating the marketing and merchandising

strategies and product offerings from newly acquired companies. In addition, a significant amount of work was

completed around brand messaging by migrating away from a very complex selling proposition model to a much more

simpler model of good, better, best as well as re-positioning the value proposition away from that of a discounter to a one

of a turnkey customer solution (web-site design, development and hosting) all in one easy to understand product bundle.

Finally, a complete overhaul was completed on the measurement tracking system to achieve a better balance between the

marketing investment, online and offline, relative to the reoccurring gross margin dollars over the customer s life time.

Responsibilities, successes, and failures were as follows:

Management of all multi-channel/integrated marketing efforts across all retention and acquisition programs

increasing monthly recurring hosting revenue by 30 percent

Oversight for all aspects of catalog/direct mail creative development, e-commerce website development and

implementation, email, affiliate development, trade shows, marketing operations, production, and distribution

LTV development and implementation for use across multi-channel marketing programs

Responsible for the management and development of the corporate value proposition and product merchandising

Directed all loyalty efforts, resulting in a 25 percent drop in customer attrition rates

Marketing executive team lead for all merger and acquisitions activity related to marketing and sales due diligence

Management of annual integrated marketing communications budget of $12 million – reducing marketing expense

30 percent in 2001 and 40 percent in 2002 through segmentation initiatives and vendor partner negotiations

Provided a motivating environment for a staff of eighteen professionals

Could not overcome the negative customer experience on the service side of the business. Customer churn-rate was

4.2% a month – against a new customer growth rate of 3.8% during the same period

eCustomers, Inc., Austin, TX, 2001

Vice President, Marketing

eCustomers, Inc. was my first leap into an online, stage one, start-up. Much of my focus and energy went into re-defining

the brand message around an enterprise model away from a client based installed solution. Migrated from a very complex

and long selling cycle proposition model to a much more simplified customer enterprise model solution, with an easy to use

customer user interface portal - increased sales leads “the pipeline” significantly (30%). A complete overhaul of the sales

measurement tracking system, including the installation and rollout of salesforce.com, in order to better track and monitor a

sales representative s leads and conversions – therefore achieving a better balance with respect to the marketing investment

(both online and offline) relative to the reoccurring gross margin dollars realized per customer. Development and

implementation of a more effective and efficient prospect contact strategy across a multi-channel marketing model (online,

direct mail, advertising, trade shows, sales calls, and webinars). Responsibilities, successes, and failures were as follows:

Directed the development and execution of all acquisition efforts (online and offline) across a multi-channel

marketing communication model

WILLIAM F. YORK • PAGE 3

Developed and implemented eCustomer s corporate customer facing website

Oversight responsibility for the sales operations and telecommunications group

Managed the corporate value proposition and product merchandising strategy for all merchant and partner programs

Oversight of all market segmentation, database modeling, creative development, operations, public relations, and

distribution for all marketing activities

Directed annual marketing and telemarketing budget of $3 million, reducing marketing expense by 35 percent

in 2001 through segmentation, realignment of marketing spend, and vendor partner negotiations

Provided a motivating environment for a staff of six professionals

In the end, eCustomers ran out of seed money and had to close its doors shortly after I left the organization

Dell Corporation, Round Rock, TX, 1998 to 2001

Senior Manager/Director, Marketing

Dell Home Systems (DHS) was a complete growth play as well as a complete overhaul of DHS s brand messaging (e.g.

their first consumer catalog focused completely on a “Leasing message” to consumers. I repositioned the value

proposition away from a complex leasing strategy towards a strategy, driven by market research, that was more a

customer centric marketing message, a “Dell for ME”, with a simplified good, better, and best product strategy behind

it. This message was carried across all marketing channels (advertising, TV, catalog, online, email, affiliates)

incorporating a simplified URL as well: www.Dell4Me.com. In addition, E-Value product bundle codes were added to

make the consumer shopping experience more seamless across channels. Finally, a complete overhaul of DHS s

measurement tracking system was completed – developing and implementing revenue attribution, response, and AOV

regression models within the direct channel to improve customer response rates and AOV – yielding significant

improvement in margin $/order per $ of marketing spent. Responsibilities, successes, and failures, were as follows:

Directed the strategy, development and execution of all direct marketing retention and acquisition communications

for Dell Home Systems (DHS) direct marketing division - $2.1 billion in annual sales

Increased annual revenue by over 550 percent in twenty-four month period – increased online sales mix by

206 percent, from 17 to 52 percent of total direct marketing revenues

Project team manager for the development of an integrated marketing style book (look and feel) for implementation

across online and offline channels working with the individual channel marketing owners and agency vendors

Managed all market segmentation, research, and database modeling initiatives - regression modeling

Managed annual communication budget of $100+ million - reduced marketing expense by $30 million through

segmentation, vendor partner negotiations, and co-marketing programs

Developed and implemented a LTV process for use across multiple marketing channels as well as the development

of a monthly loyalty magazine Dell Browser

Managed all aspects of creative development, operations and distribution for all catalogs and direct mail (annual

circulation of 260+ million) and email programs (annual circulation of 290+ million)

Marketing project leader for the development and implementation of DHS s customer and prospect marketing

database

Oversight of all telemarketing activities for after-hours call center and outbound sales marketing campaigns

Directed all co-marketing efforts – increased funding over 930 percent to $15 million within 18 months

Developed and motivated a staff of twenty-four professionals

Provided a motivating environment for a staff of five professionals in a volatile business environment

In early-2000 the model changed, retail pricing dropped through the floor, as the focus among Dell and its

competitors was more towards a strategy based on units and market share rather than sustainable strategy based on

profitable growth

L.L. Bean, Inc., Freeport, ME, 1987 to 1998

A significant part of my time, at L.L. Bean, was spent managing the domestic customer and prospect circulation side

of the business - growing it responsibly and profitably (steady eddy so to speak). At the same time during my tenure

there, I lead the marketing growth strategies of two completely new business units - L. L. Kids and L.L. Bean Japan.

Both were very exciting and I feel privileged to have been selected for these two roles. Major accomplishments on the

domestic side involve: migrating from an RFM customer selection model to a regression modeling approach –

increasing catalog productivity by 15 to 20%. In addition, I developed a merchandising reporting platfor m that

enabled marketing and merchandising a view into the profitability (R.O.I.), at the product item level, within a given

catalog or across multiple titles. Completed the company s first market segmentation analysis allowing for a better

understand the true value (profit potential) of each customer segment. Responsibilities, successes, and failures, were as

follows:

WILLIAM F. YORK • PAGE 4

Senior Manager, International Marketing

Directed the development of all loyalty marketing programs for L.L. Bean s $160 million international business

Improved customer retention rates over 5 basis points, resulting in $2 million savings in acquisition expense

Managed L.L. Bean s vendor-partner relations in Japan, including L.L. Bean Japan Retail, Telemarketing Japan,

domestic and overseas ad agencies and printers

Supervised the development, implementation and review of all research and testing initiatives

Provided a motivating environment for a staff of five professionals in a volatile business environment

Senior Manager, Men’s/Women’s & Children’s Business Group

Directed the development, implementation and review of direct marketing programs for L.L. Bean s $480 million

Men s & Women's Joint business groups

Developed the direct marketing strategy for the launch of L.L. Bean s new “L.L. Kid s” unit – within

18 months it was the company s second most productive business unit, however, due to reporting limitations, failed

to recognize that a significant amount of L.L. Kid s revenue and unit growth was due to international growth in Asia.

This resulted in a considerable size curve issue for the merchants – which drove significant backorders for consumers.

Marketing project lead for the development and implementation of L.L. Bean s customer and prospect database and

catalog selection user interface

Managed annual operating budget, catalog circulation and the development and implementation of

longitudinal planning strategies

Managed and developed a staff of five professionals

Manager, Catalog Circulation Planning Group

Developed and implemented all domestic catalog marketing plans and results for L.L. Bean s $70 million domestic

marketing budget with an annual circulation of 180 million across twenty-four titles

Managed customer-supplier relations among the company s Forecasting, Inventory and Customer Service areas

Managed a staff of eight professionals

EDUCATION

Bates College, B.S., 1987

CIVIC AND PERSONAL

Trustee, Hurricane Island Outward Bound, 1995 to present

Trustee, Figures of Speech Theatre, 1996 to 2006

Volunteer, Preble Street Homeless Shelter 2004 to 2012

Outdoor enthusiast enjoy fly fishing, mountain biking, backpacking and skiing

Contact this candidate