Marketing Consultancy

So, given the message on the home page, how do I justify charging for expertise that, I’ve already suggested, everyone should have?

I’m not sure that I’m the right person to ask, because I don’t believe marketing is that complex. But a few of my clients seem to have found the odd benefit. Take Listers. They manufacture windows, doors and conservatories for the installation market. It’s not a growing industry.

So is it a coincidence that they’ve grown consistently over the five years we’ve been working together? Or is it that their expertise somehow gels with mine, and that together we can buck the market trend?

Consider Gresham. They were a relatively small player in ticketing for the retail fashion industry. We operated a five-year plan to pull them to the top, where they could punch their weight against the giants like Avery, Braitrim and Paxar. And where they could become an acquisition target for a profitable purchase. That worked too, and now SML-Gresham is one of the top three companies worldwide in its field.

So if you want to know what I bring to the party, ask me for some contact details. I can put you in touch with people who’ll explain it far better than I can.

Listers - Marketing to lead in Stoke on Trent

Listers - Ignoring market trends

The market in windows, doors and conservatories has shrunk consistently for the last three years. Listers decided not to participate in the trend.

This is their fourth consecutive record year. This isn't all about good marketing of course. But ask Mark Warren why his company goes from strength to strength and I suspect it'll be a significant part of his answer.

Prentice

Classic Flight - Priorities

One common marketing mistake is to try to do everything at once. In an imperfect world it's usually better to do something positive right now than to wait until all the bits are in place.

The survival of these aircraft depends on revenue from pleasure flying, so that's the first priority.