Solving the complex problems others miss.
The best marketing results don’t come from simply spending more or following the usual playbook. They come from understanding the real challenge, finding the opportunity others overlook, and building a strategy around what will move the business forward.
These engagements demonstrate how Prospero has helped brands rethink media investment, reach the right audiences, improve efficiency, and create new opportunities for growth.
Barton’s Home Outlet
Turning Smarter Media Strategy Into Record-Breaking Sales
Challenge: A home improvement retailer needed to address differing local market needs and improve results.
What changed: Built strategy around store-level performance, local opportunity, and two distinct purchase journeys—planned remodeling and unplanned replacement. Refined search, bidding, localized messaging, and shopping campaigns.
Results:
Best sales year in the company's 135-year history during the first partnership year.
Sales rose another 14% the following year.
Search conversion rate increased 220% within eight months.
Cost per conversion fell by more than 53% within eight months.
Lesson: Local market intelligence and purchase intent can change how media investment performs.
Freixenet
Making an Established Brand Relevant to a New Generation
Challenge: An established sparkling wine brand needed to connect with younger consumers as tastes and category preferences shifted.
What changed: Used seasonal occasions, shareable digital content, video, social, publisher partnerships, and event activations to make the brand part of consumers’ holiday and Halloween experiences.
We used social native content on Buzzfeed to resonate with a younger audience. We were one of the first brands to advertise on Hulu without existing video assets. We kept challenging conventional thinking for ten years.
Lesson: Relevance can be built by connecting a brand to the occasions and content its audience already cares about.
Jackson Hewitt
Reversing Five Years of Sales Declines by Rethinking the Media Strategy
Challenge: Sales had declined by more than 10% annually for five consecutive tax seasons.
What changed: Identified 34 markets with growth potential and built market-specific plans. Replicated the client’s segmentation in MRI and Scarborough to better select channels and media that resonated with the segments. Reconsidered audience priorities, combined national and local media, and added targeted out-of-home and event activation.
Results:
Sales increased in the first year after five years of declines.
National TV buying costs were 6% lower than the prior agency's, despite targeting a more difficult audience.
Lesson: A sales problem may require a market and audience rethink—not simply more advertising.
Piedmont Healthcare
Rethinking Hospital Marketing: From Promoting Services to Understanding Patient Needs
Challenge: Healthcare providers faced competition from urgent care, primary care, and rehabilitation alternatives, requiring a more consumer-centered approach.
What changed: Focused the strategy on access, affordability, convenience, location-level patient volume, and re-engagement—using audience attitudes and media behavior rather than relying solely on traditional demographics.
Lesson: Effective healthcare marketing begins with how patients choose and use care, not just which services a hospital wants to promote.
Eight O’Clock Coffee
Reviving an Iconic Brand Through Smarter Media Strategy
Challenge: Brand awareness and sales were declining after years of limited brand advertising, with a constrained budget and limited creative assets.
What changed: Developed a phased, multi-year program spanning radio endorsements, print and digital partnerships, TV, mobile, transit, out-of-home, product launches, and sampling support.
Documented outcomes and negotiated value:
The decline was halted and sales began to increase.
Negotiated a 72% discount on print rates in one partnership.
Secured more than $100,000 in additional digital/video support.
Negotiated a 10% sales-growth guarantee for a specific program.
Dr. Scholl’s
Strategic Leverage vs. Volume Buying
After acquiring the brand from a major pharmaceutical company, a PE firm turned to us to manage media
Challenge: The previous TV plan by a mega-media agency used more than 80 vendors, with inefficient daypart allocation and limited cross-platform reach.
Approach: Concentrated investment on 18–20 more targeted cable networks and selected broadcast/syndicated programming, improved daypart balance, and added connected TV and video-on-demand.
Result: Scatter-market CPMs were 24% lower than the previous upfront comparison.
Lesson: More vendors and more inventory do not automatically create a better media plan.