Industrial marketing strategy and data
In a plant, marketing almost always gets judged on the wrong number: sessions, impressions, followers. This station swaps all of it for one figure the board can decide on — what a signed order costs — and the quarterly plan that moves it.
A 30-minute video call. The audit document and the 90-day plan.
Nobody in the plant can say what it costs to win an order.
The agency reports traffic, sales reports revenue, and those two numbers never touch. So marketing gets defended with adjectives and cut with a spreadsheet, and the decision to invest or stop gets taken on a hunch. Industry does not run its line that way and should not run its demand that way either.
Strategy & Data
Quarterly plan
What gets built in the next three months, on which product families, and what it is expected to move.
Live dashboard
RFQs, cost per RFQ and attributed orders, by channel and by product family, open to you every day.
RFQ to order tracking
Attribution wired from the form and the phone through to the CRM, so the request and the order are the same record.
Monthly 45-minute meeting
Reading of the numbers, decisions taken, next month agreed. Not a presentation.
One-page report
One page, every month. What was done, what it produced, what changes. Readable by the board in two minutes.
How it runs
- 01
01 · Set the baseline
Where demand comes from today, what a quote is worth, how many turn into orders and how long the cycle really takes.
- 02
02 · Wire the measurement
Forms, calls, CRM and channels connected before we spend a month arguing about which number is the right one.
- 03
03 · Plan by quarter
Priorities by product family and by market, with the work each station has to deliver to move them.
- 04
04 · Read monthly, correct quarterly
The month is for reading and correcting course; the quarter is for changing the plan. Nothing gets judged on a fortnight.
What changes
The board has one number to decide on: cost per signed order.
Marketing spend stops being an act of faith and becomes a line with a return.
You can see which product family is producing RFQs and which one is not.
The monthly meeting takes 45 minutes because the data arrived before it.
Who we work with
Capital equipment
Machines that get specified a year before they get bought.
Components & metal
Sell capability, not a price per kilo.
Chemicals & materials
The technical data sheet is your best salesperson. Publish it properly.
Automation
Integrators sell trust. Trust is written down or it does not exist.
Logistics & equipment
Racking, handling and intralogistics: sold by capacity, bought by throughput.
Technical distributors
Twelve thousand references and nobody finds the one they need.
Questions
Our sales cycle is a year. How can you attribute anything?
By tracking the RFQ, not the order: the request is dated and identified when it arrives, and the CRM closes the loop whenever the order lands. Long cycles call for patient attribution, not for none.
We do not have a CRM.
Then the first quarter includes setting up something minimal that works. Without somewhere to record the RFQ there is no cost per order, only opinions.
Can we contract this station on its own?
No. Every station is contracted as part of a plan: industrial demand is a production line, not a spare parts bin. Measuring without producing measures nothing.
What counts as an RFQ?
A qualified request to quote, agreed with your sales team before we start counting, so the number on the dashboard means the same thing to everyone.
Who owns the dashboard and the data?
You do. Accounts, dashboard, history and the plan itself stay with you if we stop working together.
Book your free audit
A 30-minute video call. The audit document and the 90-day plan.