The Marketing Process Development

Marketing and sales are like oil and water. In most companies, they simply don’t mix. This is especially true in small to midsize businesses.

I experienced it first-hand thirteen years ago. I was in sales for an independent natural gas marketing company. We were 100% sales-driven – a bunch of high energy types working the phones non-stop to secure retail natural gas contracts in a newly deregulated market.

After a year of successful telemarketing, I needed to better leverage my time to expand my customer base. I did not set out to learn marketing; I was a well-paid sales guy looking to increase my commissions. I learned elements of business development, distribution channels, branding, positioning and direct mail and integrated them into my selling process (that previously relied solely on telemarketing). With these “marketing” functions, I created a system that helped turn us into the fastest growing company in our segment.

The idea of a system was powerful, so I left the industry in 2001 to pursue my goal: create a marketing process and methodology that any company could use.

People were discussing the sales and marketing disconnect in the marketplace. Other talented sales, marketing and technology executives joined the cause, and we began shaping the marketing process that you see today. It was a challenging task – creating rules, processes and workflow across so many different areas.

The Marketing Process in Action

We started our company as a service firm, positioned as the “Outsourced VP of Sales and Marketing” for companies that couldn’t afford a six figure headcount. We handled strategy, creative development and execution, and even had our own phone room. We worked directly with company CEOs to shape their strategy, build long-term revenue plans, design tools and processes and create and manage campaigns. And because CEOs like numbers (growth and profits), we made sure to always project the number of customers and profit, and measure results to gauge our success.

When our telemarketing manager with no branding experience began producing high-quality brand strategies, we knew that we had something powerful. We began offering it over the web, and the Consulting M.O. was born.

We’ve worked in many different industries: professional services, software, hardware, internet, healthcare, advertising, biotech, energy, industrial supplies, IT, call centers, fast food, construction, retail, entertainment, even professional sports. We’ve devoted countless hours and years of experience to our offering. I give special thanks for the contributions from:

• Brandon Zeuner
  
• Nancy Sagar
  
• Christopher Smith
  
• Jennifer Lueck
  

The Result

The strategic marketing process is our interpretation of the best way for an SMB to approach revenue generation. Our marketing process map has changed many times from 2003-2006. Is it perfect? No, but it’s a place to start, and it works.

The process is a means to an end – helping business leaders (you, I and our clients) prosper. We look forward to its evolution to create more value for our licensees, partners and end-users. It’s such a big challenge – we’re excited to tackle it together.

Sincerely,

Jim Sagar
President, CEO and Co-founder

Moderandi Inc.

11260 N 92nd St Ste 1066
Scottsdale AZ 85260
Phone: (480) 219-9695
Fax: (866) 454-7924