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Eileen Arbues
Principal, N2O Consulting

Eileen is a senior executive who is expert at utilizing the marketing mix to achieve desired business results, especially in the areas of market growth and expansion. Her background encompasses senior executive positions in marketing, sales, and operations in a variety of dynamic and transitioning industries such as advertising, telecommunications, entertainment, energy and the Internet.

Eileen's career began as a management consultant for New York based Newman-Stein where she consulted on such brands as Del Monte Foods, Christian Brothers Brandy, Orville Redenbacher Popcorn and Bumble Bee Tuna. With the divestiture of AT&T, however, telecommunications became the next big frontier. Recognizing this, Eileen joined the industry and ultimately held numerous executive positions including the vice president of marketing, sales and operations with companies such as MCI, Pacific Bell and SBC.

During her tenure with MCI, she launched the industry’s first competitive set of inbound calling services and lead MCI’s entry into information services thereby breaking AT&T’s last monopoly. Similarly, while leading Pacific Bell’s Consumer Markets Group (a $3.5 billion business unit) she lead the development of the Company’s re-engineering efforts surrounding customer care and customer segmentation, new product development and regulatory reform resulting in an increase in historic compounded annual growth rates from 1.5% annually to over 3.5% annually.

After spending 15 years in telecommunications, Eileen joined the internet revolution as Executive Vice President and General Manager of 2Bridge Internet Solutions where her roll spanned the development and implementation of 2Bridge's product line, its sales and marketing organization, engineering and development, corporate communications and investor relations. Helping to raise over $25 million in capital and successfully completing 2Bridge’s S-1 filing honed Eileen’s entrepreneurial skills so that in 2000 she and award winning creative director Roger Camp joined forces to form their own full service Ad Agency: Camp/Arbues.

Early pitching success lead to new business wins including Gordon Biersch Brewing Company, E! Entertainment Television, Sony Subsidiary Soundbreak.com, and Critical Path, Inc. Following three years of operation, however, Eileen and team were enticed into joining the former partners of OWNP to form a new agency where Electronic Arts Worldwide would serve as the new agency’s anchor account.

As the CEO of See: (the newly formed Agency), Eileen was successful in securing a multi-year extended contract with Electronic Arts globally and lead the firm’s rapid succession of additional new business wins that included the American Automobile Association (AAA), MTV’s Country Music Television and Pan Pacific Hotels. During Eileen’s leadership of the Agency, it grew to be the 17th largest Agency on the West Coast and in the Top 25 in London.

Upon departing the Agency world, Eileen formed a consulting practice focused on consumer driven companies looking to expand their customer base and enter into new markets and new relationships, both domestically and internationally. Having held senior positions as both a client side and service industry executive, Eileen’s approach to, and process for, consulting differs dramatically from other consultants in the market today. Similarly, N2O’s clients are often the “innovators” and those companies and professionals that are seeking new ways to combine entertainment and marketing to create a paradigm shift where it’s the company/brand that is being pursued, and the consumer that is pursuing.

Eileen is a graduate of the Harvard Business School and their executive management program and holds a Bachelor of Science Degree from the University of San Francisco.

 

About N2O

N2O’s central focus is on market expansion and creating products, programs and promotions that drive profitable growth. Our work with companies spans all phases of the marketing process—from strategy through execution—to develop, manage and grow strong brands.

The N2O Approach :: Investigate | Integrate | Innovate

:: Investigate. Know the customer, the market and the client organization.

Customers. What do we know about your customers, what are they buying, how do they perceive your brand, especially in relation to the competition? Discover what opportunities exist for improving your market position.

Markets. Do current offerings need to be realigned or new offerings introduced to win the target customer segment? Find the best segmentation scheme for your company and category.

Client Organization. Are Company and departmental objectives aligned and do they reflect the market opportunity? Allocate resources to maximize efficiency and effectiveness.

:: Integrate. Link branding efforts with your overall business strategy.

Current Image. What is your current brand image? What are the strengths to leverage and/or the gaps to fill? How is the competition positioned and how much room is there to move? Refine your branding effort.

Brand Strategy. Should you use a master brand strategy or compete on an individual brand or sub-brand basis? How many brands can or should be supported? Are there any gaps? Strengthen the portfolio.

Integrated Plan. How should resources be allocated to achieve plan milestones? Who are the best partners for actualizing the plan? How should partnership agreements be structured? Develop an integrated plan.

:: Innovate. Grow through brand extensions, new market entries and newly developed products.

Brand Extension. What unmet needs or gaps exist in the category today? What are the current drivers for category growth today? Balance the portfolio and new product pipeline to ensure ongoing innovation.

Process Efficiency. How does the new product development process operate today? What is the process for filling the pipeline with ideas? Exploit the greatest process improvement opportunities.

Screening Ideas for Future Growth. What process best ensures consistency in the screening of new ideas? What strategic, financial, and operational screens should be used? How can you best ensure that new products are properly stewarded from cradle to grave? Consistently and accurately test ideas against objective criteria.

 

 

 

N2O Market Exnapsion Programs