Cultural Segmentation: How to Transcend Translation

Alvaro Psevoznik, CEO, DM Agency, Hollywood, FL

Twenty-nine years ago, Alvaro Psevoznik, CEO of DM Agency, was a 19-year-old Argentinian law student, designing flyers for hospitality clients in exchange for admissions into nightclubs. Alvaro found himself frustrated with Argentinian politics – which is plagued with fiscal instability, political corruption, de-motivational handouts for a large percentage of the (unemployed) citizenry, and a cycle of massive financial crises every 5 or 10 years. Alvaro’s experience was, no matter how hard one worked and saved, bank accounts could disappear overnight. This constant uproar, Alvaro says, makes it hard for people in South American countries to plan and work toward a future.

Alvaro moved to the U.S. in 2002 and went back to hospitality marketing. He claims that early adversity provided lessons that helped him survive the 2007-2008 recession (which closed some of his small- and mid-sized clients’ businesses) and prepared him for today’s Covid-19 challenges. In this interview, Alvaro talks about the importance of positive messaging, adaptability, and being “transparent” when faced with crises. He emphasizes that changing Covid-19 “rules” requires fast response. 

Today, DM Agency is a comprehensive, full-service, one stop shop for digital marketing solutions. Alvaro explains that there are costs associated with trying to provide a wide range of client  services—you either risk people discovering that you are not as “good at everything” as you claimed, or you find yourself supporting an expensive, diverse “stable” of top talent in order to be able to “deliver.” If he were to start over today, he says he’d focus on specific industries and doing only what he was best at doing – lead generation through online advertising.

Most DM clients are restaurants or hotels, but DM has also started to expand into the Esports — organized, online, multiplayer video game competitions that produce $2-3 billion a year through advertising and sponsorship. Esports, Alvaro says, is huge. DM has virtual offices concentrating on Esports in Chile, Argentina, Colombia, and South Florida. Alvaro has created “splinter” agency entities – pretty much the same staff/different “labeling” – that focus on specific unrelated industries in order to avoid such questions as, “What would a restaurant marketer know about marketing windows?”

Agencies often advertise that they are “bilingual. Alvaro says that DM is bi-cultural. Speaking Spanish is different from thinking in Spanish or Latino. DM understands that the Spanish community in the US is not a homogenous group – the culture of origin varies significantly by geography across the US. The agency divides Hispanic marketing into four regions: Mexico and North America, Central America, South America, and the South Florida Cuban community. 

Aside from South Florida, how do cultural differences play out across the United States? New Jersey, New York, Chicago have strong Puerto Rican communities with some Mexicans and Dominicans. Mexicans as a majority are located more on the West Coast – Arizona, Texas, and California. Because the words, the accents, the thinking patterns, and the cultures in each community are different, marketing needs to be different. Alvaro hires Hispanic staff that mirrors each targeted audience – so the messages “rings true.” Google translation does not work. Neither does human translation if the culture, vocabulary, and thinking patterns of the translator are not the same as those of the target audience. Authenticity cannot be faked.

Alvaro can be reached on his company’s website – DM agency, as in digital marketing agency – dmagency.us

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Marketing a Menu for Restaurant Success

Melissa Libby owner, Melissa Libby & Associates (Atlanta, GA)

Melissa Libby, owner of Melissa Libby & Associates (MLA), started her career in hospitality. Today, her friends call her the Restaurant Whisperer

In this interview, Melissa talks about the challenges restaurants have faced in the face of Covid-19, the changes yet to come, and the lessons she has learned in her 27 years of restaurant marketing. In recent months, MLA has helped its clients pivot to curbside delivery, takeout, and/or to serving different retail markets. Some of the adaptations? Restaurants have: 

  • Started low-overhead ghost kitchens/pop-ups that provide different menus from what is available in brick-and-mortar restaurants
  • Converted parking lots into patios for outdoor dining
  • Elevated curbside packaging and pickup to elegant “experiences.” 
  • Started selling off their wine cellars, offering some great wines at good prices. 

Melissa advises, to further support your local restaurant, “Tip well.”.

Because restaurants typically do not have a lot of money, they value public and community relations over traditional advertising. As restaurants open back up, which clients are most likely to return for dining “in”? Turns out demographics provide no clue. Dining in is the more profitable option . . . but it’s tough to figure out who to target with the “come back in” messages. Each individual will have his or her own level of comfort and timing for when it “feels safe.”

Melissa notes that “online ordering technology is glitchy.” She has seen some improvement already and thinks it will quickly evolve to something “way better, very quickly.” Third party delivery services take a significant cut of the food delivered. So, she says, order from the restaurant, and pick it up yourself. 

Melissa lauds the Georgia Restaurant Association for lobbying to get the necessary changes made to help Georgia’s restaurants survive.

When Melissa talks about the early days of her business, she says that she did not plan for success. She did not ask “What do I do if I get more clients than I can handle,” she asked, “What am I going to do if I fail?” She feels she would have done better to plan for success and to prepare for success. Melissa used a siloed PR business staffing model until she figured out that did not work for her. She then divided her staff up by what they liked to do best and where they excelled. This made her staff happier, and her organization more resilient. Now, when an employee leaves the agency, the body of knowledge connected to a client remains intact because everyone in the agency has been working with that client. 

Melissa can be reached on her agency’s website at: ThinkMLA.com.

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Four Core Audiences: Your Email, the Lookalike Email, Your Web, and the Lookalike Web

Chris Carr, President and CEO, Farotech (Philadelphia, PA)

Chris Carr, President and CEO of Farotech, started his agency 19 years ago as a web development company, moved into SEO, and then transitioned to what Chris calls conversion science. Today, Chris says, his agency builds integrated systems that generate leads, nurture leads into clients, and then convert clients into brand ambassadors who refer new clients to the brand.

Chris says that most companies spend a majority of their time and effort generating leads – and then alternating between generating leads and reacting to the results. He emphasizes that businesses can’t depend on a single marketing platform. A properly designed system, like a flywheel, maintains consistent momentum, gains power, and generates “really great results.”

Farotech “deep dives” for 2 months into a client’s marketing, discusses a client’s unique selling proposition, compares it to customer search volumes, and applies a software that identifies first top ten relevant Google search results in a client’s market niche. Evaluating the “winners’” readability, content, content length, infographics, and backlinks yields information about what the client company needs to do to beat the competition. After Farotech understands a client’s messaging requirements for both global audiences and the client’s segmented audiences, the agency writes great, value-imbued, data-based content. Pushing data and information makes content sharable, Chris says. 

The agency provides a strategic 3- to 5-year roadmap that highlights gaps and opportunities and, over time, recommends messaging tweaks to keep the client “at the top.”

One technique Farotech uses to great advantage is placing Pixel on a client’s page to track visitor conversions, optimize ads, build targeted audiences for future ads, and remarket to people who have made a purchase. Pixel is very useful for capturing “lookalike audiences,” people who are unaware of a company and its offerings, but who are demographically similar to a company’s “good customers” or similarly challenged. Finding the “lookalike” audiences for a client’s emails and for its website users greatly expands opportunities. Chris says that blog messages should be targeted, polished, and personalized and delivered at least once a week in order for the blogger to be recognized as a thought leader. 

Chris says he likes to “fail as fast as I can, and then adjust and then keep going and keep going.” He believes it is very important to invest in training staff, and lauds Greg Crabtree’s book, Simple Numbers, as an effective guide for “when to cut and when to hire.

Chris can be reach on his company’s website at: farotech.com consultation. Those who would like a consultation should email: info@farotech.com. He believes most companies will find this initial consultation invaluable. “He says, We work really hard to tell you where you’re weak, where you should go from here. Even if you don’t use us, these are the three things you should be doing, things like that.” 

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StoryBrand the Client as Epic Hero

Jay Owen, Founder and CEO, Design Extensions (St. Augustine, FL)

Jay Owen, Founder and CEO at Design Extensions, started building basic websites at age 17. He worked for a number of years as a “solopreneur,” hiring contractors as needed, and, as a company, made as much as six figures. When the economy collapsed in 2008, Jay’s business was still doing well. He looked around. People were losing jobs. Things were in crisis. Idea? He’d create a full-time job for somebody. His StoryBrand Certified Agency and HubSpot Goal Partner has been in business and growing for over 20 years.

Today, Design Extensions employs about 20 people, a great size because Jay has been able to create scalable systems that don’t break with the absence of one person. In the past 5 years, following Mike Michalowicz’s book, Clockwork, the premise of which is that there should be no one person in which the company is dependent, Jay has “replaced himself” at every level. The company can now survive, even if Jay is gone for as long as 30 days.

Jay says, “A lot of business owners find marketing very confusing and expensive,” and it often does not work. He explains that the agency’s job is not to build websites, put pixels on a screen, or write good content for clients. Applying Design Extensions’ proven growth strategies to clients’ businesses helps them grow – by clarifying their messages and developing and executing effective plans, the agency enables clients to gain attention and acquire customers. The agency plans to add a consultancy arm to provide coaching and strategy direction, to make sure businesses have clear growth plans for both marketing and business fundamentals. 

In this interview, Jay recommends a number of books that have been pivotal for his agency. The agency’s messaging is built around Donald Miler’s “StoryBrand,” as described in his book, Building a StoryBrand. Jay says that most people talk about themselves too much when they should talk about the customer’s problem and how the company’s solution can help the customer win. The customer needs to be the hero of the story. When Design Extensions changed the message on its homepage  to align with StoryBrand concepts, incoming leads doubled. Telling the one thing that makes a company “special” is rarely all that special. Three unique things can become very special. 

Kim Scott’s Radical Candor inspired Jay to have the courage to “be exceptionally clear with where improvement needs to happen,” as long as that correction was paired with caring immensely for the individual. Jay believes it is his “responsibility to create a space where people can fail without failing catastrophically.” Little failures will make people stronger. Gino Wickman’s Traction provided the framework for the processes, procedures, and systems needed to make his business scalable and long-lasting. His final hiring interview, from Dave Ramsey’s EntreLeadership, involves Jay and his wife taking the prospect and spouse to dinner.

Jay’s book, Building a Business that Lasts (Without Sacrificing Family) is currently available on his website, jayowenlive.com, for the cost of shipping and handling. He has a podcast of the same title available on that website and he is on “all the social media. 

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Profit Strategy for a Crisis

Kevin Hourigan, President and CEO, Bayshore Solutions (Tampa, FL and Denver, CO)

Kevin Hourigan is President and CEO of Bayshore Solutions, a digital agency that started in 1996 as a branch of a managed services provider – a 3-member team building and maintaining client networks. Two years later? Thirty employees. 

Decades ago, one of the Kevin’s engineers developed a company website and asked 100 of the company’s clients if they would be interested in a 3-page website for $500. Client responses were either “What’s a website?” or “We’ll never need one of those.” One client agreed to give it a try. That $500 website cost $5,000 to build, but two years later, in 1998, clients came begging for websites, which were now more profitably priced at $7,500 and up.

The company failed in its attempt to go public in the late 90s and survived the dot com crash in the early 2000s. Its base of paying clients plummeted 90%. In response, the company slashed its staff from 225 to 12 in a year. Larger agencies, the ones Kevin considered as his mentors, the ones that went public . . . failed. Bayshore Solutions is one of only 2% of the digital agencies that survived the dot com collapse.

When Kevin realized that what he had left of the company would never again be “an aspiring dot-commer on the verge of going public, spending money like it’s going out of style with clients spending money with us like it’s going out of style,” he knew it was time to rebrand. He wanted the new name to be “agnostic,” that is, not tied to any transient technology. Bayshore Web Development could become obsolete. Baysore Solutions, on the other hand, would not be tied to any here today, gone tomorrow technology.

For almost 25 years, BayShore Solutions has helped clients create advertising campaigns that drive qualified traffic. It designs and develops powerful stakeholder-targeted websites with the right marketing mix to help its clients succeed. The agency markets itself as a digital expert, applying strategies horizontally across a variety of verticals, transferring experience from one vertical to another completely unrelated (and non-competing) vertical. Every solution is unique, with a balance of the “bleeding edge of new and the tested, tried, and true.” Around 90% of implementation strategies are things Bayshore KNOWS will work. The 5 to 15% that is experimental will vary depending on the phase of an industry’s business cycle. 

After Kevin had excellent experience working with a CEO coach, he decided to let his leadership team hire an executive team coach. The result? Tighter vision and a better definition of core values (working together, winning together, and solving problems together), with the team all learning together, rather than receiving the information from “an informed Kevin. He says, “Having a team coach, we’re hearing the same thing at the same time.”

In response to the impact of Covid-19, Kevin explains that his company has reduced unnecessary expenses and increased its marketing budget by 50%. He says the company’s strategy is to market and sell its way through the crisis, rather than trying to cut its way through. The results so far? Leads are up, traffic is up, and sales have met December’s forecasts. He plans to continue operating this way and says the agency’s next 90-day plan is to remove unnecessary operational expenses and reinvest that money in sales and marketing efforts. 

Kevin can be found on his agency’s website at: BayshoreSolutions.com or by email at: kevin@bayshoresolutions.com

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How to Build Community & Make Great Marketing Accessible

Erik Huberman, Founder and CEO, Hawke Media (Santa Monica, CA)

Erik Huberman is Founder and CEO of Hawke Media, an agency serving as “an outsourced CMO-level expert” which, Eric says, “puts client success ahead of our own.” The agency’s “SWOT team” identifies “holes” in a client’s marketing program and provides a “comprehensive à la carte menu of services and month-to-month contracts” to address those needs in a timely manner. Month-to-month works, Erik says, because the idea of signing a long-term contract with someone you have just met is like getting married to someone you’ve never even dated.”

When the agency started 6-1/2 years ago, the scope of services was relatively narrow – primarily e-commerce. In short order, Erik added content creation, production work, and web design. Last year, the agency purchased its first affiliate agency. Erik says that it was the -commerce community that built Hawke Media and e-commerce is still 70 percent of the agency’s business.

Today, customized, data-driven, performance-based solutions facilitate product launch, scaling, and business vitalization for a broad range of industries and business sizes. “Big” companies are responsible for only two percent of the agency’s revenues. 

Erik says his agency’s goal is to expand into 3 to 5 new territories this year. Rather than acquiring agencies or opening offices in new locations, Hawke hires talent in places “of interest.” When things in a particular area “start to open up,” the agency evaluates the kind of space they want . . . and if they want a space. New markets are selected based on market opportunity, cost of living. high concentration of ecommerce brands, SMBs, startup community, and agency saturation. He believes that TikTok, once it scrapes through the political issues, will be “one of the first things since Facebook and Instagram, to be a viable [and quite possibly great] advertising platform.”

Erik notes that building community is one of his agency’s core values. Hawkefest, an annual summit, has drawn 600 brand owners every year for the past 3 years. Since inception, the agency has sponsored weekly e-commerce Happy Hours, recently started fun bi-weekly Zoom events, and even more recently introduced a trivia night. The agency will partner with the city of LA to hose an e-commerce week starting September 28. 

Erik says that one thing he has learned over the years is that hiring and investing ahead of expected growth is “always a mistake.” Reacting to reality makes growth far more sustainable than proactively building for something that might or might not happen. Hiring and training executive talent is more difficult than hiring and training staff.

Hawke operates a venture fund that invests in marketing and e-commerce technology and e-commerce brands. E-commerce-related business doubled in Q2 of this year . . . both large businesses and small. Eric sees cellphone SNS (social networking service) marketing as a massive opportunity in the coming months, even more so than email.

Erik can be found on his agency’s website at https://hawkemedia.com/ or on any social media platform, including TikTok, @ or /ErikHuberman. 

Tik-Tok and Other Profitable Opportunities at the Bleeding Edge

David Azar, Founder and CEO, Outsmart Labs (Miami, FL)

David Azar is Founder and CEO of Outsmart Labs, a digital marketing agency focused on riding new trends and platforms to drive more traffic, more visibility, and more online conversions. His agency works with clients to build a 360 strategy to drive those conversions in sales, traffic, and newsletter signups. David says, “Digital marketing changes so fast that it’s about whoever adapts faster and whoever finds the opportunities in the market.” 

The agency provides traditional digital marketing services — Google strategies, Facebook, traditional social media strategies – but likes the advantage of being an “early adopter” of the newest trends.

Where to be now, according to David? TikTok – the place where kids dance. Or not.

In this interview, David describes the phenomenal growth of TikTok. The number of U.S. users grew from 27 million in July 2019 to 40 million in January 2020, and then to 65 million at the beginning of April, with 85 million users by mid-June. About 1 in 4 people in this country use TikTok, many of whom are “very involved,” to wit, 34% of TikTok users actively produce content. 

David explains that TikTok’s paid ads platform can cost over $50,000 a month. On the self-serve side, the budget can start as low as $1. TikTok has specific rules about content, posting, and addressing the audience, along with a powerful editing app. Videos created for Instagram won’t work on TikTok. 

David says now is the time for smaller brands to gain TikTok followers and community. The cost on TikTok is one-tenth that of Instagram. Big brand demand for influencers is low, so the spend on these initiators will produce a better ROI than an equivalent spend on TikTok ads. This cost is only going to go up, David warns. Today’s users will only pay a fraction of what they will have to pay in a year to “get the same audience and the same followers.” The current TikTok algorithm promotes good content and makes it extremely easy to go viral. That, David says, will probably change.

TikTok usually starts with a challenge. Someone responds to that challenge. The greater the number of people who respond, the better the chance that challenge will reach the “For You page “where everyone’s going to see it and participate in that challenge.” Outsmart Labs partners with initiators who have up to a million followers to create concepts for its client brands. It then develops a first activation, one that will attract a lot of followers and eventually take the brand to the For You Page and “very large exposure.” Outsmart Lab clients have seen great ROIs on TikTok activation campaigns over the past year.

Other areas of opportunity David discusses in this interview are local SEO and programmatic advertising. In regards to local SEO, David has found that close to 96% of retail establishments don’t do anything to develop local SEO. Yet, many customers will look for a company offering a specific product or service in their community. Unfortunately, Covid-19 has impacted this “local market opportunity” for many businesses. But the situation also presents an opportunity for companies to rethink their websites and their business models. Programmatic advertising tracks customers from their cell phone locations and pushes strategic advertisements to these phones based on their location. Covid-19 presents an opportunity for companies to rethink their websites and their business models. 

David can be reached at his company’s website at https://outsmartlabs.com/.

Content Marketing: What’s Your Story?

Bonnie Mauldin, CEO, The Mauldin Group (Atlanta, GA)

Bonnie Mauldin, Founder and Managing Director for The Mauldin Group, left a career in medicine to start a general, full-service digital marketing agency, helping any client who knocked on the door. Today, The Mauldin Group provides professional web design, internet marketing, and business development training to clients in “healthcare, construction, manufacturing, senior living, and education.” Bonnie feels these industries are less regulated than others, like finance. Less regulation means her team can create marketing content and “freely share information, education, and entertainment online in a way that’s fun and productive.”

Mauldin team members (all lovers of stories, art, and design) partner with business owners who “had the courage to start their own businesses to stand out from the competition, to build exceptional brands online, to provide products and services in a way that no one else can.”

Bonnie claims that her team’s off-the-clock recreational activities are the “secret sauce” to their creativity. She encourages them “to play video games, watch movies, watch television series, and draw and paint and go horseback riding . . . to do anything they can to regenerate their creative juices.” That’s important, when you are trying to “help business owners tell their stories in a unique way so they stand out.”

How does The Mauldin Group get at the crux of a client’s story? It’s all in the pictures, video, audio, the origins of everything that the client has done, digging into “Where did it come from, why did it come to be, and where is it going next?” Bonnie sees the biggest mistake companies make in creating online content is in posting boring, dry, repetitive, or overly complicated material; preaching at someone rather than telling the organization’s story; and failing to provide value before asking for the sale.

Bonnie sees a trend where millennials and Gen-Z prefer social media (in particular, YouTube and Instagram) over cable television. This means content creators can produce independent films and video series . . . and gain an audience . . . just as cable television stations do. Google and YouTube are today’s biggest search engines. Instagram and Facebook provide amazing demographic targeting. Younger people are watching short, funny videos on TikTok. Bonnie advises people to “Always stay on the lookout for what the young people are doing, because that’s where the world is going.”

Bonnie has been featured in The Huffington Post, Fox News, CNN, the AJC, and the movie The Inner Weigh. She has been awarded Business Person of Excellence and Business of the Year (Atlanta Chamber of Commerce). Enterprise.com ranked The Mauldin Group as a Top 10 SEO & PPC Agency in Atlanta. Bonnie serves as President of The Sales & Marketing Academy and on the board with the Greater North Fulton Chamber of Commerce. She is a seasoned speaker, teacher, business coach, team trainer, and author. She just completed a degree in Instructional Design and e-Learning and looks forward to using these new skills to help her clients train employees and communicate messages.

Bonnie can be reached on her website at: https://www.themauldingroup.com/.

Perfecting Personas

Justin Ramb, President and Sandra Marshall, VP of Client Services, Bigeye (Orlando, FL)

Justin Ramb is President and Sandra Marshal, VP of Client Services, at Bigeye, a full-service B2B and B2C agency that focuses on audiences, creative work, media and analytics, and data. 

  1. Understand audience: 
  1. Use primary and secondary research to discover who they are, where they consume media, what they look like, and what triggers them to convert
  2. Develop marketing personas that match two or three target audience personas
  3. Test strategies against those personas to ensure activities align with objectives

B2B: 

  • Use current customer data to develop lookalike audience and personas based on existing data
  • Develop personas based on where company wants to head. Is it looking to capture new clients or new types of clients? Supplement data with key stakeholder interviews, additional research, online research, and quantitative/qualitative research.

B2C: Bigeye utilizes specialized tools to learn about a client’s audience and customers

  1. Creative:
  1. As part of persona development, the agency tests messaging, colors, headlines, and photography for optimal audience response.
  2. Rather than resent the parameters of defined personas, the creative team appreciates understanding the target audience.
  3. Media and Analytics 
  1. As part of persona development, the agency explores media usage.
  2. Media develops a persona-based media plan and begins placement in that media
  3. Utilizing Google Analytics and custom dashboards, the Analytics team tracks establishes targets and KPIs
  4. Data 
  1. 24/7 analytics data provides information about how things are performing. 
  2. Data answered the questions: Where can things be optimized? How are conversions going? Do the real audiences align with those targeted? 

Bigeye started in 2002. In this interview, Justin describes the chaos of those early years and the ultimate discovery that the agency’s greatest success was driven by hiring team members who were committed, skilled, and aligned with the agency’s direction. Sandra added that the agency also has to “arm” new employees with “the appropriate support,” foster a sense of collaboration, and avoid over-siloization. 

Justin outlines the updated review and review cycle program (structured through a program called Lattice) the agency uses to keep everything running smoothly. Every two weeks team members submit a four-question online survey that covers how they’re doing, what roadblocks they have, and anything they want their manager to know. Every quarter, team members submit three or four agency- and personal-growth goals. These are used to project the agency’s direction in the subsequent quarter.

Finding a mentor, someone a step or two ahead, can help a startup avoid pitfalls. Justin comments that if you find an outside counsel and can afford that person, it’s probably not too early. He also mentions ways to find such help for free. He says strategic, balanced growth is healthy growth and believes that a company that is not growing is dying.

Justin and Sandra can be found on their agency’s website at Bigeyeagency.com, where visitors will find an “incredibly updated” blog. 

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Bridging the Gap for Big Market Enterprises

Justin Gray, CEO and Founder, LeadMD (Scottsdale, AZ)

Justin Gray is CEO and Founder of LeadMD, a performance marketing consultancy. The agency concentrates on achieving tangible, holistic business goals – defining a buyer, launching a product, increasing revenue – to produce bottom-line impacts, rather than focusing on middle-process goals such as website or cost-per lead-optimization. Most of LeadMD’s over 3,500 clients are B2B and B2C considered-purchase organizations – big market enterprises of $100 million and up. 

A “considered purchase” is a complex buying decision, fraught with emotional and financial risks and potential rewards – one that requires extensive pre-purchase research and evaluation. In B2B, this space might include software purchases, but it is more than that. LeadMD’s clients include technology providers (50% of clients are software providers), healthcare, manufacturing, financial services, and “anyone with a channel sale type of go-to-market.”

LeadMD bridges the space between being a global strategy consultant and providing regional implementation. The agency has data science, strategy, and go-to-market teams – who set strategies, plug those strategies into a broad range of systems and marketing platforms, build processes that work for clients, measure results, and optimize performance over time. Justin says that broad scope of function is rare in the B2B space. LeadMD’s consultants find the diversity in clients, the variety and unpredictability of problems and solutions, and the challenge of cobbling together customized solutions . . . exciting, and average 5 to 10 active, and widely-different campaigns a month. Close client relationships are critical. 

New clients may come to LeadMD with a particular goal. The agency uses its “Catalyst Marketing Framework” that clearly states the client’s objective and then provides a “laundry list” of what the client will need to have solidly in place in order to achieve the stated objective. This helps them align their activities to the objectives, and, in the end, produce significant, relevant outcomes. 

Justin has discovered over the years is that many clients believe they already have a full understanding of their buyer profile. Often that “full understanding” is only superficial. Do they really know who their buyers are? All of them? Then, do they know the platforms where their buyers “hang out”? Probably not. Yet that information is critical to know because those platforms are where LeadMd’s clients need to focus their marketing efforts. 

LeadMD’s 3-person data science team digs in at a deeper level that its clients have – researching the market, defining buyers, assembling ideal customer profiles – and then translates that information into engagement and messaging frameworks.

LeadMD utilizes role-based psychological/personality profiling to select candidates who will strengthen the organization—either by reinforcing role-desirable traits . . . or by bringing a new direction to the role. The hiring process can take as long as 2 months. Fifty percent of the organization is employee owned.

Justin can be reached on LinkedIn, on Twitter @jgraymatter or on his agency’s website at: https://www.leadmd.com/.

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