"We still can’t quite believe that a stranger strolled in and told us to give our software away after we’d spent a decade developing and cherishing it. Crazier still - we went and did it. Paul Sowerby turned our marketing strategy on its head. We bet the house - and won the jackpot."
Edwina Ricci - Development Manager, SportingPulse
"If I had 10 thumbs, I'd put them all up. We'd worked out exactly what we needed but assumed it didn't exist. I've never seen anyone get inside our heads so quickly and then get us into shape so effortlessly.”
Mark Manderson - CEO, Worldwide Printing
Bull and bear markets both confront business owners with unrelenting pressure to adapt.
But it’s not always clear who you should turn to when your marketing and sales teams are just, well....flat.
You want the best but you can't necessarily afford it.
Your gut tells you to explore opportunities outside your organisation, but how will you measure the investment?
We can be relied upon to get your marketing to deliver what you need if you're facing any of these marketing mojo monsters:
A great vision, even when combined with a solid strategic growth plan, is only as good as your ability to get it implemented.
The great thing about our model is that it gives you the best of two worlds.
You tap into all the director-level marketing and communications experience and skill you need right now to get the house in order, but don't have the hassle and expense of the employment headaches and risks until you're good and ready to on-board a full-time manager or director.
We agree measurable deliverables over a specific period of time, land on a budget with something in it for both of us, and roll up our sleeves.
And because we have so much experience as marketing directors, we're as happy slipping into the executive management team as we are contributing remotely.
Dragged through considerable change in a relatively short period of time, the AllightSykes construction equipment subsidiary of Westrac CAT - the world’s 5th largest Caterpillar dealership, faced four main challenges:
- while its mobile lighting towers and pumps were the brands-of-choice within their domestic mining markets, they were well-kept secrets on the international stage
- sales agents were wielding vast power and influence at the expense of gross margins
- erratic inventory modelling had burdened the $34m mobile power division with $25m of perilously slow-moving stock
- silos created over many years meant the sales and marketing functions were operating to wildly different agendas. As a result, communication was frequently off-brand and the sales and business development teams were leaving revenue on the table after every negotiation.
The strategy we devised and delivered:
- dismantled silos and united the marketing and sales teams behind shared goals
- introduced a new Dealer101 territory activation system that was rolled out into five new overseas market
- replaced the 40-strong generator agency network with a direct sales force and introduced austere new min/max stock levels
Group-wide sales almost doubled - from $107m $210m. EBITDA climbed from $7m to $14.3m. The blended gross margin reached 33% for the first time in history.
At some point you know you're going to have to use lawyers, accountants, auditors and bankers.
But marketing consultants? Really?
We can sweeten the pill. Here's what we won't do:
Instead, here's what can do to grow your sales:
Perth-based Worldwide was Australia’s second largest print franchise group.
It sold print from its 80 High Street shops; which it serviced from two giant offset print hubs.
With marketing restricted to ad hoc national campaigns and only 26% of franchisees running profitable businesses, we were called in deliver a strategy that would
- grow sales
- augment the print-based offering with a digital proposition.
Over two years, we:
- moved the business into the digital space by masterminding the opening, jointly with Fuji Xerox, of Australia’s first exclusively digital production hub
- grew the network to 84 franchisees from 60
- revitalised and relaunched the Worldwide brand and masterminded the roll-out of the new brand assets across all retail branches
For more than 20 years, Lancashire-based General All-Purpose Plastics (GAP) has been a major manufacturer, stockist and distributor of roofline, doors and windows.
But as it has grown, so has the need to optimise its sales, marketing and supply chain efficiency.
We arrived to find 46 trade centres - mainly in the north-west, a fledgling key account function, haphazard pricing, limited and unstructured prospecting and untapped average order value potential.
After working closely with the sales and marketing team to devise and deliver a hectic programme of adjustment and some acquisitions, today's GAP is more focused, structured and aligned:
- 95 trade centres from Inverness to Exeter now offer a truly national footprint to 30,000 customers
- a Dedicated Account Management team masterminds the growth and retention of the 75 biggest-spending customers
- a Nationals team provides a seamless, vertically integrated Power-of-One service to six of Britain's biggest homebuilders
- a sell-the-house model has increased the AOV and every customer now buys at least 2 products
- sales & marketing teams are closely aligned under one senior leader
a centralised 23-person inbound, outbound and quote management centre masterminds lead generation for the group
- annual revenues have increased from £69m in 2017, to £82m in 2018 and £94m in 2019