Recent news reports have highlighted lower housing prices, lower consumer confidence and fewer jobs added in May than anticipated.  One housing observer commented that "we are bumping along the bottom."

So readers, it is time for a poll:

1. Do you think the economy is going to get better, stay the same, or go down for the balance of 2011?

2. Has your (or your firm’s) view of the economy influenced resource allocations and/or buying decisions?

3. Do you believe Marketing, using both old and new tools, can help generate revenue regardless of the state of the economy?

You can post your answers below in the comment section, or email them to me: bob.mannal@firealarmmarketing.com.

Thanks, and I will summarize the respnses.

RHM 6/1/2011

In talking with clients and potential clients, Dick and I see  companies that are making “mistakes.”  These are common regardless of size, maturity level, or industry.  The most frequent that we see are: (not in any order)

• Not cultivating the installed base.   Too many companies remain in the “kiss and sell” era.  They forget that their customers are a valuable resource. Key opportunities come from:
  • Up selling to the newest and latest release.
  • Mining the installed customer base for case studies, testimonials and referrals.
  • Establishing relations with new hires in the customer base, who may become decision makers.
  • Using social media (like LinkedIn) to see where ex-employees have landed and following up with them.

• Using the wrong mix of new and old tools.  Some B2B companies are reluctant to adopt social media tools.  Others have gone too far in that direction.  The key is to understand which of the new tools best suits reaching and interacting with your customers and then implementing it.  We advise:
  • Poll your customers to see what resonates with them.  (The assumption here is that future customers will mirror existing customers.)
  • Measure the effectiveness of your current tools, i.e., which tool generates the greatest number of leads, which one reaches your customers, which ones don’t work.  Cut back on the ones that don’t work, increase the investment in those that do.
  • If your customer base is migrating toward some of the new tools, go with them, don’t fight it.

• Not training everyone in the company on the corporate message.  Today almost everyone is using some form of social media.  Inevitably they will tweet, blog or comment about where they work, the products/service, the management, etc.  It is important that everyone be on the same page.  We advise:
  • Make sure that there is a written policy about the use of social media.  It shouldn’t be long or complicated, but should outline the “dos & don’ts” of employee use.  This should be read and signed by each employee annually.
  • Train the customer service personnel, who are often a primary contact point with customers, about the corporate message.
  • Train those involved with Public and Analyst relations on the same message.
  • Train all “C” level executives on the message – No one is exempt.
  • Implement listening of social media for comments about your company, and have a documented, well understood, and tested reaction plan in the event of a crisis.  Remember, you won’t have much time to think how to react, and you must react quickly.  How the NFL is handling the screw-up of sold, but no seats available, Super Bowl tickets is an example.

• Rushing to introduce a product before it is ready.  While Google pioneered the concept of introducing “Beta” versions, on the whole these were well tested, functional products.  Those that have been pulled (Buzz et al) have been the result of market demand, not technical limitations.  We see some companies that are trying to beat their competition by releasing products with limited features or incomplete testing.  In most cases these products fail.  We advise:
  • Unless you are the size of Goggle, forget about the “Beta” concept.  Develop, test and release the product in its normal course.  Don’t force an incomplete product to market early.
  • When launching a product, make sure that the whole system, i.e., sales, marketing, customer service, finance, etc. is ready for the launch.  Having a new customer call customer service and hearing that they don’t know about a product (or problem) is a no-no.
  • Don’t anticipate a hockey stick revenue increase.  99% of products grow slowly.  Very few things rocket up.  Setting unreachable expectations, even when you have great market research results, is a dangerous path.
  • If you choose to go the “Freemium” route, make sure that you fully tested the appeal of the Premium product, and can extrapolate from the “Freemiums” that you ship to a profitable position.  Additional, if this is offer is part of a product line, make sure you fully understand its impact on the whole product line, not just the Premium offer.

• Not resolving the definition of a qualified lead with Sales.  Both Marketing and Sales are under pressure to produce.  It is too easy for the functions to get into a finger pointing contest about who and what. (Ever watch brothers or sisters fight?)  The point is that an agreed upon definition isn’t that hard, what is hard is to stick to it over the course of a year when revenue goals aren’t being met.  Note that the definition of a qualified lead is seldom an issue when sales are growing month over month.  We advise:
  • Establish an agreed upon definition, and mutually present this to the CEO/COO.
  • Establish goals for marketing to provide qualified leads.
  • Establish procedures and feedback mechanisms on how Sales is going to handle the leads, including lost sales reports.
  • Set a 6 month milestone meeting where each function reports on how they met their goals and what needs to be done to improve the process.

• Waiting too long to make a change.  Of all the mistakes that we see, this is perhaps the most common and most troublesome. It expresses itself as Marketing management being wedded to a philosophy or approach that is detrimental, if not fatal to the company.  This could be a failure to push for a new product to replace the “cash cow,” the continuation of a campaign that is old and getting decreasing responses, or not reacting as the product and market matures by changing the distribution model mix (indirect vs. direct for example), etc.  We advise:
  • As CMO, if you haven’t made a significant change in the past 24 months, (re-doing the website doesn’t count) do so, or your successor will have that privilege.
  • Choose only one thing to change at a time, so choose wisely.

What problems have we missed?

Comment below or send me a note at Contact US.

2/9/2011  -  RHM

Pasted below is an email I received earlier this week.  In it, I am “uninvited” to attend a seminar where I registered on-line.  Mac called me and then sent the email.  In our conversation he indicated that since I was an “agency,” I wasn’t invited, and that Silverpop had done a poor job of screening their email list.  Here is the email:

Dear Bob,

Sorry for inviting you then asking you not to show up. And thanks for
being so gracious about being uninvited.

We didn’t realize you were with an agency, or we would not have extended
the invitation in the first place. Our bad.

Thanks much for your understanding.

Sincerely,
Mac

———————————-
M. H. (Mac) McIntosh
AcquireB2B – Driving leads & sales with marketing automation
Email: mcintosh@acquireb2b.com
Phone: +1.401.234.4406
Website: www.acquireb2b.com

Executive Breakfast Briefings:
What B2B Marketing Automation is all about, and why you should care
1/26 Boston/Waltham, 1/27 New York City
Details & complimentary registration here

AcquireB2B  - A division of Mac McIntosh Inc.
601 Pendar Rd., North Kingstown, RI 02852-6620 USA

And here are the major problems with Mr. McIntosh’s attempt to conduct business.

1. Fire Alarm Marketing is a consulting firm, not an agency.  If he took the time to find out about us, he might recognize that I could be a valuable agent in referring what he does/sells.  His loss.
2. If he is so concerned about “agencies” attending his seminars, what exactly is it that he is doing or selling?  If it is so tenuous that attendance at a seminar puts his intellectual property at risk, just how worthwhile is it?
3. Since he also rejected my partner Dick Lush for the same reason, but by leaving a voice message, does he really care about people/companies?  At a minimum I would think a direct conversation is required when “uninviting” someone.

Lessons Learned:

1. If you are going to buy a mailing list, test it before sending out repetitive broadcast messages.  I received 3 emails before I signed up.  Had Mac done so, he would have recognized that “agencies” were on the list.  What does this say about Mac’s knowledge of B2B business and automation?
2. If what you are promoting can’t stand up to scrutiny or comparison, go back to the drawing board and develop something that is significantly different.  The Internet is about transparency.  Trying to position yourself by excluding people goes against the grain.
3. If a mistake is made, don’t attempt to undue it in an awkward manner, go with it and learn from your error.

Have you or your company had an experience like this?  How was it handled?  How should it have been handled?

RHM   1/20/2011

Much is being written today about aligning Marketing and Sales, a divide which is being exacerbated by social media tools, lead nurturing and new Marketing metrics.

Over the years I have had the privilege of working with some outstanding Sales people and Sales management.  They all have many things in common, but one trait that sticks out is skepticism.  Whether this is inbred or arises out of constant rejection is unclear, but if you scratch the surface of a good salesman you will find a skeptic.

This skepticism comes to the fore in discussions where Marketing trumpets its social media successes: increasing hits on the web site, a new CRM system that allows them to track inquires and downloads, Email open and click-thru rates, etc.  Since many of the charts start at a low level and increase over time, Marketing is looking good, and why shouldn’t Sales be impressed?

The Sales skepticism about the Marketing results can best expressed by the phrase uttered by Rod Tidwell in the movie Jerry McGuire, “Show me the money.”   Sales people aren’t interested in hits, click-thrus, downloads or other Marketing metrics.  What they want are solid qualified leads.  An added plus would be the customer’s potential pain points, as well as multiple contacts within the customer.

If the Sales force has to weed through patches of leads to find one that is worthwhile, then they feel that the work that Marketing is doing is not meaningful.  Sales people are generally paid on a commission, which to them means that time equals money.  The more time that Sales has to spend prospecting, the less time they have to sell and close.

David Merriman Scott recently released a white paper through Hubspot entitled 11 Examples of Online Marketing Success. Each example is indeed a Marketing success, but my skeptical Sales friends would say “show me the money.”  Only one of the examples deals with lead generation, and it relates to how John Deere gave away a tractor.  It does not report on how many of the people who registered to win the tractor were qualified leads for a sale.

I understand that part of Marketing’s role is to build and sustain a brand.  And I also understand that Product Managers are responsible for delivering the right product, at the right time and through the right channels.

But a key part of Marketing is delivering qualified leads.  In 2011 I think it is important that Marketing people don’t get caught up in digital metrics and overlook this important role.  When Marketing delivers qualified leads the conversation about a divide between Marketing and Sales disappears and the skepticism of Sales regarding Marketing goes down, however it never really goes away.

How well are you delivering qualified leads to your Sales forces?  How does this compare to how often are you telling Sales and management what a great job Marketing is doing on building the brand, recording hits, and downloads?

Are you focusing on the right thing?

RHM  1/13/2011

I am beginning to sense a trend, most likely caused by the economy, to position the Marketing function in a sales support role…nothing more.

I feel those companies that are doing this are making a terrible mistake and will do irreparable harm to their organizations.

If Marketing’s role is limited to lead generation and supporting the sales force, then the important work of acting as a hub is lost.  Once lost, it will take the right person a long time to re-establish the culture necessary to be successful.

The classic Product Manager (Not a Product Marketing Manager, whose view is generally 0-12 months) acts as the hub of the wheel.  He/she has the vision of the product today and tomorrow and communicates this via the product roadmap.  More importantly he/she conveys this unwavering vision to the other functions:

To Finance:  The PM defines the selling price, discounts and margin generated by the product.  He also provides unit forecasts for the next 12 and 24 months.

To Marketing: The PM provides relevant content, direction, and approval of promotional literature/collateral.  If he/she is not the spokesperson on the product for the company he trains that person.

To Sales: The PM provides competitive knowledge, trains the sales force on significant differentiation and assists in closing large deals…when the customer wants to see someone other than a salesperson.

To Development: The PM is defines the product to Development through Market Requirements Documents and by approving Functional Specifications.  He/she is always there for the necessary trade-offs between feature inclusion and time of delivery.

To Management: The PM is the “go-to” person when something good or bad happens; able to provide an interpretation of what it means and its impact.

To R & D: The PM provides direction via the product roadmap and information regarding competitive capabilities and features.

To PR/AR/IR: The PM provides relevant content, information, and messaging.

To Customer Service: The PM provides support both on a pre and post sale basis.

The key point is that there is a hub which communicates a consistent message to the different functions causing them to be aligned in a common goal. If this hub is removed, the wheel stops turning.  Development may end up making what Sales wants…unfiltered.  Sales doesn’t have a credible backstop from HQ.  Finance extrapolates from past numbers, etc. etc.

Those companies that view Marketing’s role as that of an inside Advertising agency or limited to lead generation activities may see a short term boost in sales due to the increased application of resources.  However, as the product cycle turns, the lack of focus and a common presentation of the next product(s) will cause the organization to scramble and fall behind.

A well constructed Marketing function includes the lead generation/sales support activities as well as the Product Management role.  Does your company have a “hub” who clearly communicates the vision of his/her products, or are you trapped in an organization that feels that Marketing exists to support sales?  If the latter, leave now.

RHM 12/16/2010

This is the seventh in a series of articles for the CMO on planning for 2011.

Talking heads and prognosticators will soon fill the air waves with summaries of 2010 and forecasts for 2011.  That we start a new decade and are still in the midst of a recession will add to the babble.

One area of focus will be social media/social networking/Web 2.0/digital marketing, etc.  Some will declare that “tipping points” have occurred and that significant changes will take place.  Others will decry the hype and say that much of what is going on is a fad.

What is true is that no-one can predict the future.  We can, however, learn from the past.  It is true that the automobile basically wiped out the buggy whip business.  It is also true that neither Television nor Radio replaced Movies as a form of entertainment.  What happened is that each form of media grew in its own way and to serve its own segment.

The unknown about social media is that we don’t know how it will evolve. Will the Internet/Google TV/You Tube take the place of older media?  Will tablet devices take the place of newspapers?  Will newspapers follow buggy whips? Probably not.  What is more likely to happen is that a junction will be reached and new branches will appear.  Learning from history:

• Thomas Edison based one of his early companies and efforts on providing DC power to densely populated areas.  He didn’t see the need to electrify rural areas because of the cost to reach only a few people.  The introduction of AC power created the greatest growth in electrification, pushed DC power in a different direction, and created numerous branches for electrical transmission and related electrical products.
• Henry Ford said that the buyer can have “any color as long as it is black,” and almost went bankrupt.  GM/Chevrolet provided color and gained significant market share.  Ford fought back, recovered and prospered. And as an interesting turn, Ford is the only domestic car company that did not have to be recently bailed out by the Government.
• In 1977, Ken Olsen the head of Digital Equipment Corp. said, “There is no reason for any individual to have a computer in his home.”  While that strategic direction didn’t help save Digital Equipment, the PC business today is alive and well…and moving toward hand-held devices instead of in the home.

The bottom line is that people forecasting the future, or making declarative statements are usually wrong.  It takes a significant change and usually a long time before a product or concept is rendered obsolete, regardless of how hard VCs look for “disruptive technology.”  More frequently, new branches appear, grow and multiply.

How should the CMO react in the face of the 2011 forecasts?  Our advice has been fairly blunt:

• Recognize that you will probably have to reorganize/restructure for the “new” marketing.
• Continue doing what works.  (If you don’t know what works, set up a measuring process.)
• Join the digital age. Set aside a good portion of your resources to experiment.  Generally you will need more time (people) than money.
• Cultivate your installed base of customers in two ways:
  • Listen to what they say about your product and services, and make appropriate changes
  • Provide them with new products and services…it is the most inexpensive sale you can make
• To grow, seek adjacent markets with current products and services but move carefully.
• Recognize that there are increasing demographic divisions occurring, both in your staff and in your buyers:
  • The Millennials  act differently than the Baby Boomers.  Embrace the differences and use it to your advantage.
  • The rich (both people and companies) are getting richer and the poor are getting poorer.  Unless you can sell a lot to the poor people/companies, concentrate on selling to the rich.

As the CMO have you prepared your Management for 2011?  How will you react when  the best known talking heads suggests that all the world is going Web 2.0, and your management wants to know why you aren’t following lock-step?

RHM 12/2/2010

ACME Software sells its product to other businesses.  ACME’s products allow a business to save time in their processes, resulting in a more efficient and effective operation.  Their software is licensed on a per seat basis and with service (updates) and training sells in the high 5 figure to low 6 figure range.  They sell directly to enterprises and have 8 regional sales people in the US and 3 distributors in Europe.  These are supported by 3 telesales people in HQ who process leads generated by Marketing.  To date, they have not penetrated the Asian market.

Sales have been relatively flat for the past two years as a result of the economy.  ACME has not lost any market share, but also has not gained it against its two major competitors.  In constructing the 2011 budget, ACME’s management has proposed to cut both Marketing’s and Sales’ budgets by 20%.  The rationale put forward by management is as follows:

• For the past two years they have invested in Marketing by purchasing CRM and other automation tools
• They have decreased out-of-pocket Marketing expenses in print advertising and trade shows, but these savings have been offset by added Marketing head count to manage the new social networking activities
• Because of the changes in Marketing, during the first eight months of 2010, leads at the top of the pipeline have increased by 20% and “sales ready” leads have increased by 10%
• With this positive trend the sales force will be more effective; since having potential sales closer to closing will enable the sales force to close more deals in a shorter period of time.

Neither Mary Smith, the CMO nor Brian Knowles the VP of Sales can accept this logic and fear the impending cuts will destroy their positive work over the past two years.  Mary feels that she needs a flat budget to maintain the positive trend; although the new tools have automated the process and the social networking people she brought in have “learned on the job” and are looking for other things to do.  Brian strongly believes that ACME products succeed because of a “relationship” sale and that despite getting mores sales ready leads, the number of sales per sales person is proportional to the amount of time he/she spends with the prospect.  Getting more sales ready leads doesn’t mean that the salesperson will necessarily close more leads in a shorter period of time.  That said, his newest sales person is currently ranked number 2 and has only been selling to his prospects in his region for a year and a half.

Mary and Brian have worked on a response to Management’s proposal.  Their points are:

• A 20% cut will not allow Marketing to aggressively go after related verticals for new leads, which will help grow market share.
• The 10% increase through August may be the result of a slight rebound in the economy.  If the economy turns down again Marketing will need all of today’s available resources just to generate enough leads to stay flat relative to market share.
• The selling cycle of a software package costing $150K (median value) is a relationship sale, taking time and requires touching numerous decision makers and influencers.  This cannot be sped up by “nurturing” emails and blogs.  It requires face-to-face time.
• The buying decision is being stretched out.  If ACME doesn’t have a physical presence then ACME may lose to our competitors that do.

If you had to decide for ACME, what would you say?  Can Marketing automation and social networking ease the burden/cost of face-to-face selling?  Have there been enough improvements in Marketing automation and social networking that Marketers are down the learning curve and can do more?  Has social media and networking shorten the sales cycle?

Remember, ACME management needs the saved dollars to invest in a new product to leap-frog rumored competitive inroads, so keeping funding constant will have long term implications.

Send me your thoughts.

RHM  10/28/2010

“We know all the customers and decision makers.  Their names are in our data base and our sales people call on them regularly.  Why do we need social media, isn’t that a waste?”

Much of our experience has been with high-tech companies who sell to a small number of buyers.  Some have less than 1,000 potential customers world-wide, others less than 5,000.  But in most cases the total number of customers is finite.  In taking with the management of these companies we often hear a variation of the quote above.  Management’s perception is that a basic web site works, and that blogging, twittering and other forms of Web 2.0 is a waste of time and money.

Wrong!!

For those companies who recognize that they have to do something (despite knowing all their customers) we recommend the following:

• Listen (monitor).  There are a number of free tools, and some expensive ones, that allow you to capture what is being said about you, your products and services.  This gives you the ability to respond quickly and if necessary take corrective action before things spin out of control.

An example of what is coming is the website Security Scorecard. http://www.securityscoreboard.com/.  This web site is an industrial “Yelp” of the security industry, allowing users to post comments, critiques and reviews of security vendors for all to read.  Here is an example or a review (edited):

and the bad stuff – configuring the xxxx server and getting those agents working is not – I repeat not – plug and play. maybe i’m stupid but i spent days trying to get this working. and the way this product is licensed is very expensive.

While Security Scorecard is just launched I am anticipating similar websites in other business-to-business verticals.  Listening to what is being said will allow you to learn and react.

• Update your web site.  Many small B2B companies have a rudimentary web site that is nothing more than a dated product brochure with tacked-on pages for management and Contact Us.  Update it to be more current, configure it to work on mobile devices and provide new content on a daily/weekly basis – depending upon budget.

• Blog. A few years ago capturing mind-share or thought leadership was done by speaking at conferences or by publishing in trade publications.  While some of that is still true, a more effective way to reach both buyers and heavy influencers is by blogging.  A company in an oligopolistic market can improve its share by gaining thought leadership and providing differentiated products.  Today customers will find you via the internet because of your blogs and go to your web site to see what is new.

• Communicate relevant information.  This can be done by email, linking to your site/blog or by sending out relevant newsletter on a timely basis.  The key for the newsletter is in using it to promote success (1,000^th device shipped, Largest installation ever, Closed deal with Big Brand Name Co. etc.) and testimonials.  Both lend credibility and longevity, needed factors in the B2B space.

Since most companies are already doing some form of emailing, the incremental out-of-pocket cost to do the above is relatively small.  Where it hits home is in the time and resource area.  For a small company to do this right requires anywhere from 1-3 full-time people.

It is when we explain the commitment part that some companies duck behind the phrase – “But we know all the buyers, we talk to them constantly.”

You may know them, but in today’s Web 2.0 world that is not enough.  Optimizing the Marketing budget to meet today’s needs will ensure that you will be in business to see Web 3.0.

If you are a Business-to-Business customer are you doing the four minimum things listed above?  If not, why not?

RHM  10/20/2010

The FutureM meetings were generally about how Marketers should be dealing with the new digital/social world, how power has shifted to the customer, how activities can be measured and how companies can and need to respond.  All the presentations/panels were valid and all true, but did not talk about Marketing as I was taught.

In my early Marketing courses several fundamentals were constantly driven home:

• Product Differentiation
• Market Segmentation
• The Wheel of Retailing
• Clear and consistent communication

Product Differentiation was defined as the value your offering (product, service or combination of product and service) has that sets you apart from the competition.

Market Segmentation was defined as the target market, i.e., buyers whose identified needs you serve…better than the competition.  Implicit in this definition is that you know all about this segment, as well as how your competitors are trying to serve it.

The Wheel of Retailing was illustrated by the emergence of the suburban shopping centers over the downtown stores.  This can be extended today to the “big-box” stores, and then to the Internet.  In this evolutionary wheel the successful merchants know their customers and how to reach them.

Clear and consistent communication means well articulated messages that are cleanly delivered.  As with many things relating to the buying process, repetition is key.

Viewed through this lens, today’s digital landscape looks similar to the landscape that existed many years ago.  You need to have a value-added product, you need to know who you are selling to, and you need to use the best means possible to reach or entice your target customer into a buying situation.  This holds true for both B2B and B2 C businesses.

Put another way, the new digital tools that are available to businesses boil down to communication media that link the seller to the buyer and the buyer to the seller.  The seller still needs to provide a basic value-added product in order to ensure longevity.  While the new digital tools allow for significant measurement and definition of the target market, i.e., the customer of one, very few companies have succeeded by making only one sale.  Allowing the customer to easily find you, easily learn about your differentiated product and facilitate the buying process seems very similar to the 1900-1960 Macy’s store in NYC which occupied a city block and had everything you could need, or IBM in the 1960’s providing the hardware, the software and training on their mainframes…both very successful companies at the time.

A related thought is that a company’s ability to “spin” a story is significantly diminished in the digital age.  Transparency is now part of the clear and consistent communication rule.

To me the principles have remained the same, the execution, via new and different tools is new.

Your thoughts?  Can you remember when the Justice Department was suing IBM, alleging that it was a monopoly?  Is Google today’s IBM?  Is the new digital/social world different or is it the same?

RHM  10/14/2010

Today’s environment has created challenges for all marketing organizations.  First, the economy is probably having a negative impact on your business, which is being reflected in your marketing budget, personnel and flexibility. All of this with increasing requests to generate additional leads (sales). The other challenge is keeping up with and utilizing appropriate new technologies that are emerging daily.

So the real question is not what do I do with fewer marketing dollars (no-one wants to hear this), BUT how to optimize your current resources (dollars and people) to generate additional revenues, all while staying within budget.

There are several ways to attack this challenge. 

• One method is to run a marketing campaign with a specific mix for a period of time (several months or more) and then analyze your results at the end of the specific time frame.  The good news is that you did run a marketing campaign, but the potentially bad news is that if the mix was incorrect, you not only wasted precious time but you have also spent or wasted a portion of your marketing budget.

• Another method is to run two campaigns with different marketing mixes simultaneously and analyze the results as in method number one. The good news here is that you might have gotten some positive results because the two campaigns probably covered a larger “audience”. Unfortunately if neither campaign met their objectives the time lost is huge AND the marketing dollars lost could cripple your remaining activities.

• A third method is to just do the same as you have been doing before.  Given the current economic environment, this approach will definitely be the worst choice as the economy has changed buying habits drastically and the new ways in which your potential clients are gathering information to make decisions.

• A fourth choice is to model your current marketing activities  along with  your goals and objectives, research all the best practices in your similar industries for marketing, create different business modules for the numerous distribution  methods and then integrate all this together and run it against your desired results.   The upside potential is that your might optimize your marketing mix.  More than likely you will have various “errors” in your model and thus end up with less than desirable results. Plus this takes considerable time and resources during which nothing is “happening”.

An alternative approach is to utilize Fire Alarm Marketing’s Marketing Resource Optimizer™ (MRO).  The benefits of our model are; (1) the best practices have been already researched, (2) the various marketing activities have been tested over many years and (3), the newer marketing technologies have been incorporated into the model.

The choice is yours on how to optimize your marketing mix.  Whatever method you pursue, start “optimizing “now before it is too late!

If you would like more details about our model, give us a call (508-643-0411) or contact US

RHL 10/12/10