We create value by identifying and capitalizing on areas of mutual concern to the parties involved. We match and manage the complementary resources of the partners to create campaigns that would be impossible for the individual organizations to stage on their own.
The programs we design are proven to provide both short-term benefits and sustainable advantages. We do not compete with traditional marketing methods. Rather, we compliment and enhance established efforts.
With our highly co-operative approach, we maximize the motivation of the people and organizations we serve, and we forge new and lasting strategic relationships.
Many companies and organizations face the same dilemma: there are challenging situations where it is not cost effective to mount individual marketing campaigns, yet customers are there, wanting to know about the products and services offered. Companies are forced to ignore many smaller and vertical markets in favor of putting their resources towards wider efforts. However, without more direct and specialized marketing, there are many prospects who will not know what is available to them. In this manner, sales are lost, and worst of all, these potential customers do not get the opportunity to enjoy the many benefits of the products and services that are offered which remain below their radar.
This creates a downward spiral - a negative feedback loop of fewer and fewer happy customers, fewer and fewer word-of-mouth referrals and recommendations, and fewer and fewer sales, starting the negative loop all over again. All of this sadly minimizes the efforts of both the suppliers are customers.
Even when customers do hear about relevant products and services, they typically learn about them piecemeal, even though the vast majority of offerings are elements of a larger set, rather than an item that stands perfectly well alone. Without a proper context, marketing efforts are again minimized. This describes many product categories. A perfect example is the market for musical instruments, pro audio and video equipment. How valuable is a microphone alone, without some type of public address system or recording equipment? Or cases with no instruments? Or lighting fixtures without stands? Or a videocamera without a monitor?
The customer wants a system where all of the pieces work well together, to co-operate, if you will. Why should the prospects have to learn about each element isolated and out of context, rather than as a coherent gestalt? The piecemeal barrage of marketing commonly employed can make even obvious and simple systems look daunting and confusing. Again, this feeds the same negative feedback loop of lost sales, but now effecting the entire meta-category, not just individual elements.
So how do we turn what look like serious problems (prohibitive costs and confusing messages) into an opportunity?
We do it the same way great sports teams win championships. We do it the same way family farmers raise barns. We do it the same way world-class musical ensembles entertain and amaze. We do it the same way we teach our kindergarden students to behave.
All too often, we see only the immediate and obvious competition in our own market niche, and rail against them as our primary obstacle to growth. All too often, this is folly, as the infighting does nothing to grow the primary market, and can be counter-productive as it can confuse the customers into inaction. This is yet another negative reinforcing system. We blind ourselves to the opportunity to work directly with other organizations in our general field to the benefit of our mutual customers, yet delivering extraordinary value to our customer is supposedly our goal. We are not just missing an opportunity; we are turning what was a promising opportunity into a self-defeating syndrome.
Going back to the musical instrument market for a moment, are our true competitors the other manufacturers of musical instruments, all fighting for a piece of the $17 billion musical instrument market, or are we up against the companies in the $78 billion video game market? Where will we find more growth, grubbing for a larger piece of the $17 billion, or making a play for part of the $78 billion? We can re-arrange chairs on the patio all we want, trying to get the best view. Or we can explore beyond the backyard and make a play to get some of the beachfront property for ourselves.
Here's the good news —
What if the issues we are discussing are in fact tremendous opportunities, not insurmountable problems?
Why are these apparent obstacles to growth actually favorable circumstances? Because the vast majority of our competitors will continue to think that these issues are indeed problems and treat them as such. Instead of following the herd down the traditional negative spirals, we capitalize upon these conditions to the advantage of everyone involved, particularly our mutual customers.