lucie desilets

Role: Develop the ‘’low vision market’’ targeting the aging population. Key achievements:  Spearheaded the development of all marketing programs and tools to enter the market including the publishing of a new products catalogue, the design of new services to optimize customers’ experience, and the elaboration of a sales/acquisition strategy and tools.  Launched the new commercial offer with eyecare professionals in 8 clinics in Canada and United States

Role: Develop a relationship marketing approach to maximize customer value of subscriber base. Key achievements:  Insured the integrity of marketing strategies in the call centre through education and advisory role.  Developed tools to support customer service agents at various points of contact: acquisition, customer service and retention.  Pioneered all programs and strategies pertaining to relationship marketing striving to increase customer value. Managed a $3 million budget to support all new product introductions and relationship campaigns with subscriber based (both consumers and businesses)  In 2001 initiated a segmentation exercise based on customer value.

Role: Recommend and implement health marketing campaigns based on best practices in social marketing Key achievements:  Spearheaded the development of one of Alberta Health Services most comprehensive social marketing campaign to change knowledge, attitude and behaviour among teenagers and their parents about the risks of indoor tanning. The campaign included a public relations component, the development of an award winning website, an impactful advertising campaign leveraging radio, online marketing, movie trailer and poster in retail stores.  The campaign reached 1 million Albertans with 170,000 visits to the website from Alberta only. Significant impact was also measured on key performance indicators associated with behaviour change.  Lead a number of research projects to orient the development of public health initiatives and measure the impact of launched ones.

Role: Rejuvenate Talisman Centre’s brand for better alignment with the facility’s new strategic direction. Key achievements:  Hired, trained and lead a team of professionals to deliver on the annual marketing plan. Areas of responsibility included Communications, New Project Implementation, Fund Development & Sponsorship and Customer Service  Rebranded the facility and all communication tools such as logo, website, internal and exterior signage, advertising and brochures.  Deployed a comprehensive campaign to re-launch the facility and launched targeted sales initiatives to build sales momentum for the facility’s re-launch.  Elaborated a new customer segmentation based on user types and collaborated with Management team in redefining the user experience for each segment.

Sodisco-Howden was a national distributor of hardware products to independent retailers across Canada. In addition to being a distributor, Sodisco-Howden supported the banners PRO and ACE Hardware to enhance the retailers competitiveness in their specific markets. The role of the Business Development Director was to develop and implement impactful marketing strategies to increase the satisfaction of the retailer base. Most new programs involved developing consumer strategies to increase retailers' competitiveness. My main accomplishment in this role was to define and introduce clear new brand architectures for the two key banners (namely PRO and ACE Hardware). The strategy included sub-strategies for private labels, loyalty programs, promotions, sales and credits cards consumer offering.  The second significant contribution was the successfully launch of the ACE banner in the Quebec. 

As Director of Marketing & Communications for The Alberta New Home Warranty Program, I was responsible for all new programs pertaining to marketing and communications directed at both the homebuyers and the Builder Members. Reporting to the President, I played a key role in providing leadership to The Program in the areas of strategic direction, new programs implementation, communications and builder relationships. I worked with all the stakeholders in the organization including the Board of Directors to develop, promote and communicate our vision and our strategies. Under my leadership we increased significantly unaided awareness by re-branding The Program through a thorough assessment of The Program’s history, vision and mission and deployed a comprehensive brand strategy. We effectively introduced and revamped numerous communication tools and programs resulting in high participation and satisfaction rates from Builder Members.