Develop a Clear, Comprehensive Marketing Strategy

Step 01.

01. Challenge

Step 02.

02. Solution

Step 03.

03. Results


The client is a mid-sized business in the technology space. They have a large client base and a growing business with a clear exit strategy ahead of them. The culture has been one of a sales-driven nature, but the feeling was that much of the sales effort was wasted, because there was no understanding of the marketing fundamentals; who are my customers, what do they want, how do we communicate with them, how do we nurture new ones? While these may seem basic questions, it would be no surprise to learn that most companies struggle with these simple notions, much less execute well on them.


One of MDCs top CMOs, with a strong background in both wholesale and retail engaged extensively on the project. There were several areas of focus;

  • Moving the brand communications from product to customer centric. After we spent days talking to employees, customers and even board members we came away thinking we simply didn’t understand what the business did. The proposition was so complex it had become difficult to communicate;
  • Synergised the link between marketing and sales. This is again a common
    mismatch in many businesses, sales doesn’t see the benefit of marketing,
    and marketing doesn’t listen to sales. It is crucial to bring them together and use one to support the other, while the other provides feedback directly;
  • Move away from pure tactics, to some engaged communication strategy. We looked especially at the channels of communication to LS customers, rather than just Facebook or Twitter. What were the sales people saying in the field, what did the content of our product reflect, how were we highlighting what our customers said?
  • Rebuilt a marketing team from the ground up, with a clear focus to position LS as the ‘Category Captain.


The client has clarity moving forward, perhaps for the first time.



Marketing now feeds a consistent pipeline of leads into the business on both an inbound and outbound basis. That is, leads are coming to LS as much as LS are having to go and source leads that are cold;


Their brand has now shifted to Category Captain – which means that it leads the pack and will drive innovation across the entire sector;


As a result, there is consistent growth in the business because of consistent activity. The activity is costed and planned, and relies on a healthy mix of activity that has been tested. We no longer pick up the phone and hope the person answering wants to speak with us;


We affected the culture of the business as well; the sales team and marketing team are in sync, and rely on each other to be effective. There is an understanding of what each does, which leads to accountability across the organisation for everyone to perform to their best.

The Marketing Strategy Report we received from Marketing Director Centre is a usable, practical document. It clearly identifies and articulates what we should do now; and the plan is clearly segmented into 3, 6 and 12 months down the track. We’ve recently employed a new Marketing Manager and because she’s got a clear blueprint in terms of things that will make a difference for our business we all have a clear understanding of the expectations; we know what we will spend, when and where, the messages to be used and communicated, how our clients are segmented, which channels we are working in and what each channel is likely to deliver.

SCOTT DEANEChief Executive Officer

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