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What Tech and Professional Services CEOs Should Expect from Marketing

Earlier this year, I met with a CEO of a growing professional services firm in the enterprise software space. He requested the meeting because he was looking to double the size of his company from around $25 million to $50 million by 2018 and was searching for new go-to-market ideas. When we met, he said he raised the question to the two people on his marketing team and didn’t get…

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Product Marketing Strategies to Bring Revenue Producing Solutions to Market

Our product marketing plans include market sizing, product requirements, message development, product delivery, sales/channel, and launch and communications strategies. All of the market planning needed to figure out what’s necessary to take your products into new markets successfully is included. We specialize in ensuring that your product marketing approach is correct and realistic. We start by asking, “Who are the best possible prospects for the actual products you are selling…

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The Hard, Sweaty, Smelly Part of Marketing

One of the reasons that CEOs of growing tech firms don’t always appreciate the value behind the marketing investment is because too often “marketing” seems like random, immeasurable folly that can’t be tied back to the main goals of the business. These goals are usually related to revenue or sales achievement. A reason for this is that the marketing team often has no real insight into who the true money-paying…

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What’s Next Retail Content Site Helps Microsoft Sell More Software to Retailers

Microsoft offers Microsoft Dynamics AX for Retailers. Microsoft typically sells its software, including its Dynamics business software, through its network of thousands of reselling partners. Tens of thousands of partners around the world sell Microsoft products, however only a few dozen are truly equipped to effectively sell its Dynamics AX for Retail product. In order to strengthen the network of partners who sell Dynamics AX for Retail, Microsoft created the…

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Vertical Market Development for Business Intelligence SW Company

PROBLEM: The CEO of a successful business intelligence software products and services company had built the company from one person to 20 consultants through a very difficult period, growing each year, adding on blue chip accounts. It supported technology from Oracle, Cognos, and SAP. Its growth expectations forced it to look beyond how it was currently doing things. SOLUTION: In order to achieve the same type of growth, it needed…

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