Marketing strategy

Develop a strategy - but be flexible

“I want to own a boat business.” Said Art to his about-to-be wife. “But I don’t know anything about it.”

He quickly developed a strategy to learn what he didn’t know. He went to work in a boat repair shop during the week and on weekends he sold boats for a retailer. In six months he learned this was not a business for him.

The business strategies for the manufacturer, the retailer, and the engine builders conflicted. They all paid little attention to the real customer, the buyer, the people who would use the boat. When a problem occured these folks went back to the dealer and the finger pointing began. The bottom line was that the three businesses did a poor job of providing customer service to the guy who wrote the checks that paid all the bills.

The marketing strategies were terrific. Many people were interested in boats and some even bought the products, but most soon became unhappy. The old saying -"The two happiest days of a boat owners life are the day he buys one and the day he sells it.” - were all too accurate.

In discussing his disappointment with his wife, she saw how to make lemonade from the lemons. “What this industry needs is a customer relationship marketing tool, a newsletter.” With a PhD in communications (the people to people kind) and an active consulting practice the solution was easy for her to see. This was a good idea.

But a good idea is not enough to insure success - it’s just the start. The foundation of a successful business strategy is determining what to do with an idea. In this case Consoli knew he didn’t want to be an advertising agency, he did not want to provide a service. He wanted to sell products. With that as his focus, Dockside rudder was born. It would be a four-page, four-color, feel-good, direct mail piece designed to supplement the dealership's marketing strategy. He knew too many were focused on selling boating or a particular brand of boat - their business strategy should focus on selling their dealership - that's what was their core competency.

To get the retailer to buy into the newsletter as an addition to his marketing strategy Consoli and his wife created a mock up, printed one hundred copies and took them to the Marine Retailers Association of America’s annual exhibit and convention. As they walked around they approached anybody that looked like a boat dealer and explained what they were thinking.

Many were interested.

On the plane ride home, he began to think about how to monetize this business. He had to figure out how to get the retailer to do several issues, not just one.. Direct Marketing’s success was based on frequent contact. He came up with a four-issue contract with the timing based on the seasons.

To get them really involved he asked the retailer to provide some content based on what was happening in his store. Art provided articles of interest for that season, edited and added the pictures, and made suggestions about coupons, etc. to confirm the value of the newsletter. He also had it printed and with the dealer’s mailing list and or one he rented - arranged for the mailing.

At its peak over a dozen boat dealers throughout the country signed contracts calling for over 65,000 DOCKSIDE rudders a quarter to be sent to their customers and prospects.

The involvement with the boating industry also provided the opportunity to get involved in product development.

The owner of a business that made a vacuum activated, engine-oil drain system asked Art to help sell the product to the boating industry. This was a good extension of the product. It fit well with the business strategy. There was only one problem; the boat service shops were already using such a tool.

Having seen the way the service people worked on boats in the marinas, Consoli had an idea. The service people took the oil vacuum unit to the boat and in a second trip took the new oil, filters, etc (twin engines required a lot of products and tools.) A great deal of non-productive time was spent.

The answer was a twin tank unit. One was filled with oil under pressure, the second held a vacuum. A probe on the vacuum tank sucked out the oil and then when a valve was turned, the same probe pumped in the oil from the pressurized tank.

The unit could remain on the dock or the ground to minimize spills and oil drops and it had a storage / carrying tray on the back to hold new filters and store the old ones.

Art also came up with the name for this tool; the “Oil Service Caddy.”

Some thoughts to consider: create a solid business strategy and then a good marketing strategy - but be flexible with both - and watch while they lead you to a product development strategy.

Contact Art