Marketing

How can we understand the wizardry that is today’s marketing–and what it can, and cannot, do? Thanks in part to steadily improving online functionality, marketing has changed dramatically in the past ten years. And, thanks to the pandemic, marketing has changed even more dramatically in just the past year. We’ve all seen it “in the news.” But here at Productive

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It’s time to find out. Here’s how. How do you uncover things “you don’t know you don’t know” about your company or organization? More important, how do you determine what they mean for your success now and in the future? Do you think you know all you need to know about your company? Probably not. Most business owners, presidents, CEOs, and

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Here’s some timeless advice on launching new products and helping them really take off. The secret? Don’t just educate—persuade. About twenty years ago The Wall Street Journal listed, in order, these seven phases of a government program gone south.* We stick to our knitting here—which is business, not government. But we noticed then that these same phases often applied to failed new

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Marketing-related savings in the tax laws, “business-performance DNA” that puts sales and customer service reps in the right seats, and (uh-oh) a state-specific product-packaging law that’s blindsiding companies. If at first you don’t see them, keep looking–here’s what you should see. Have you ever stared into your refrigerator, increasingly desperate to find food or drink that you know is there? Has your

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Our presentations and courses grow out of our fundamental business development mantra: Deliver value in every interaction. They offer practical ways to change behavior, develop processes, and build relationships that bring in business for companies, professional services firms, and not-for-profit organizations. Our goals in this column each month are two. First, and essential to ensuring that you read what we have to

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Here are a few questions to ask—and what to do about the answers. Good marketing programs define the experience they want customers to have. Superior programs then align sales, customer service, digital channels (including Websites), and operations so that customers can realize that experience. That’s why owners, chief marketing officers, sales vice presidents, and general managers are asking these three

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Just about anywhere, of course. But here’s one way to generate them nearly every day. A simple, straightforward method that can be applied every day is observation coupled with “seeing what others don’t see.” Here are two examples from Tom Anderson, Jr., CEO of Digital Check Corporation, the world’s leader in producing check-scanning equipment for banks and their business customers in more

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Many companies have one. Too many don’t know what it is—do you? Most successful companies have a “secret sauce” that gives them an edge—a true differentiator that creates unique value for their customers or clients. Companies might also have a “plain sauce,” which also differentiates them, but is not secret or as powerful. This month we hope to help you

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We’ve long worked with nonprofits, not-for-profits, and other organizations focused on producing positive social impact or serving members rather than customers. Now, we’ve created a new practice area to increase our involvement with those types of organizations and their funders. Over the past 25 years, Productive Strategies has been privileged to work with nonprofit, not-for-profit, and for-profit organizations that support

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Last month, we introduced you to the many and varied companies we’ve been fortunate enough to serve. This month, as promised, here are some insights in how we work with them successfully, how they work with us, and how you can do the same. Why do we celebrate our clients? How do we help each other to be the best

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