The Importance of Telling a Single Story

Today we have a guest blog from Elizabeth Andreini:

Have you ever heard the Indian fable of the six blind men and the elephant? Each man felt a different part of the elephant and described the elephant based on what they felt. One man who touched its tail thought the elephant was like a rope, the one who touched its trunk thought the elephant was like a tree branch, the man who felt its leg thought it was similar to a pillar, etc. Although there was some truth to what each one said, what they described was incomplete because it couldn’t describe the entire elephant or accurately represent what the elephant could do. Anyone hearing each man’s description wouldn’t be able to get the full understanding of the elephant.

Sometimes companies fall into this same trap with multiple messages and varied value propositions. Different individuals may describe what is offered is a variety of ways, whether based on their experience or their perception of the value offered. While those descriptions may be accurate, the message about the benefits of working with the company and value offered by its products or services is likely to be incomplete or fail to convey the full benefit of what the company offers. Multiple messages and different value propositions also create inconsistent understanding in the marketplace and a weaker story for the company, leaving opportunities for competitors to make a stronger impression with a more complete story told consistently. Potential customers selecting a weaker offering from competitors is one sign that your message may not be strong enough or your story consistently told.

Test the story you share with the market by conducting an internal survey and comparing those messages for consistency – and to ensure the story aligns with what your company wants said. Ask each executive and member of the sales/marketing teams to describe the company’s brand promise, its unique value proposition and a summary of your elevator pitch. Compare what each person says to uncover whether everyone describes the company’s value proposition, brand promise and elevator pitch well and consistently.

Once you have a description of the company’s brand promise, its unique value proposition and a summary of your elevator pitch from multiple sources, ask yourself:

1. Is everyone in my company consistently and effectively communicating our company’s unique value proposition to prospective clients and current customers?
2. If we aren’t describing what we offer in the same way, how can I get everyone telling a single story?
3. Are we clearly differentiating our products and services from our competitors so that potential buyers understand why they should choose us over competitors?

If you are sending multiple or different messages then you should bring everyone together and ensure the story you are sending to the market, customers and prospects is consistent and clearly conveys the advantages of working with you. If you are sending a complete and consistent message that highlights the benefits of working with your company and the value offered by your products and services compared to the competitors, then congratulate yourself! (If you would like an example of a tool you can use for this purpose, email me for a template that I used during a recent presentation to Excell at Elizabeth@accelerate-marketing.com.)

Elizabeth Andreini

As the President of Accelerate Marketing, LLC, Elizabeth Andreini, is the "secret weapon" CEOs turn to at key growth points when they need to transform marketing and product management to grow their customer base, increase revenue & scale their business. 

 In addition to providing experienced executive insight and guidance, Elizabeth often works as an interim CMO or VP to provide the hands-on leadership needed to rearchitect marketing and product management and improve execution from the inside.  

Elizabeth Andreini, founder & president of Accelerate Marketing, LLC Accelerate Marketing, LLC
206-769-3420 or elizabeth@accelerate-marketing.com
www.accelerate-marketing.com
Twitter: @acceler8mkting
LinkedIn: www.linkedin.com/in/elizabethandreini

“The Times They Are A Changin’…”

Today we have a guest blog from Elizabeth Andreini:

With apologies to Bob Dylan, the title of his song and album often comes to mind as I watch today’s dynamically shifting business landscape. You probably feel it too. The market is shifting, your competitors are making adjustments, customers’ needs change and your business continues to evolve. Nothing stays still for long.

One of the most challenging situations occurs when your business evolves so that your target customer isn’t the same as portions of your existing customer base. Your customers’ business needs may have shifted and you may no longer be the best match for one another. Other times a customer base is built opportunistically, and becomes a hodgepodge of different customers with different needs and wants, and these conflicting requests become a strain on company resources. Sometimes a low price competitor comes in and targets smaller customers who are more price (than value) driven and starts eroding your market share.

Here are some of the topics you might consider when you need to focus resources and clarify customer fit and changes to your ideal target customer:

Fit & Alignment

• How profitable are your existing customers? Are certain segments more profitable for you or are there certain situations where the solutions you offer are a better fit?
• Has your target customer changed or are your current customers’ needs changing so they want different products and services?
• Is your customer base a better fit for your older products & services? Have newer products & services been more successful with different types of companies? How similar are these two groups?

Transitioning

• What is the level of effort and cost it takes to service your current customer base? How far are you willing to go if a customer insists on a product or service to keep them but it isn’t one you want to offer broadly?
• What is the process for proactively deciding if you want to continue to meet a customers’ product (and services) needs? If you don’t, how do you mitigate the risk of them leaving or creating dissatisfaction in the marketplace?
• Do you want to “grandfather” existing customers so you continue to serve them while you focus on new or different customers and passively allow customer turnover?

Alternative Considerations

• Will holding on to your existing customers help block any competitors? What, if any, extra work or services will you have to provide to keep them satisfied? What is the resource cost of providing these extra services?
• Are there alternative products and services that can be offered to customers and others in their market segment if their needs have changed? Would a “lite” less expensive offering or a differently bundled offering keep them satisfied?
• How different is your ideal customer from your current customers? Is the difference size, type or location? What are the similarities and can you leverage any portion of your current customer base to help you move into a new market?

Not every customer is profitable and although it can be hard saying goodbye to a long-time customer, sometimes needs and the price a customer is willing to pay are no longer a fit for your company. It helps to take a step back and make sure customer needs and wants, what they are willing to pay and what you want to offer are still in alignment. Every choice a company makes has a resource and opportunity cost that limits your business’ ability to pursue other choices so make sure you are saying “yes” to the right customers.

Elizabeth Andreini

As the President of Accelerate Marketing, LLC, Elizabeth Andreini, is the "secret weapon" CEOs turn to at key growth points when they need to transform marketing and product management to grow their customer base, increase revenue & scale their business. 

 In addition to providing experienced executive insight and guidance, Elizabeth often works as an interim CMO or VP to provide the hands-on leadership needed tore architect marketing and product management and improve execution from the inside.  

Elizabeth Andreini, founder & president of Accelerate Marketing, LLC Accelerate Marketing, LLC
206-769-3420 or elizabeth@accelerate-marketing.com
www.accelerate-marketing.com
Twitter: @acceler8mkting
LinkedIn: www.linkedin.com/in/elizabethandreini

Take Advantage of the Dog Days of Summer (& Beat Your Competitors in the Fall)

Today we have a guest blog from Elizabeth Andreini:

August is generally a quiet time for business; many people’s thoughts turn to vacation and it might seem that half the people you want to contact are either getting ready to go on vacation, or already on vacation (even if they haven’t yet left the office). Several companies I’ve talked with recently have been thinking about making changes in the markets they serve. My advice, which I share with you, is this can be an ideal time to reach out and have a different type of conversation with customers and prospects to gather information to make strategic decisions on markets and products.

Maybe your business feels less focused than you would like it to be because there are so many possibilities that you aren’t sure you are focusing enough? Or have you felt that your market traction may not be as strong as it should be and wonder about the size of the market? Are there are other markets you could be expanding into, but aren’t sure where to expand for maximum results?

No matter the question, this is the ideal time when everyone’s pace is a little slower to have some deeper, more meaningful conversations.  Take a few minutes and create a list of questions you would like to research. Ask customers and key prospects for a few minutes of time over the phone, or if they are nearby offer to meet for an (iced) coffee. Interview customers and recent prospects or others who are thought leaders, listen to them talk about their problems and needs as well as wants. Analyze market segments to pursue (including the one you are currently in) and validate that problems are urgent and pervasive to know that target segments will support both current and future business.

You might be surprised at the insights you gather and the connections you make during this research process. Taking this time during the summer doldrums and you will be ready to create a plan that will help you as you come into the more active fall and winter periods – and help prepare you for an even stronger and more profitable 2015!

Consider these questions when doing your research:

1. What are some of your biggest challenges?
2. What are the biggest advantages you gain when you use our products and services?
3.  What products or services do you wish we had that we don’t?
4. If we were considering offering “test product/service” what advice would you offer us on which markets to pursue?
5. What trends are you seeing that our company should be aware of?

ELIZABETH ANDREINI

As the President of Accelerate Marketing, LLC, Elizabeth Andreini, is the “secret

weapon” CEOs turn to at key growth points when they need to transform marketing and

product management to grow their customer base, increase revenue & scale their

business. In addition to providing experienced executive insight and guidance, Elizabeth

often works as an interim CMO or VP to provide the hands-on leadership needed to

rearchitect marketing and product management and improve execution from the inside.

Elizabeth Andreini, founder & president of Accelerate Marketing, LLC 

206-769-3420 or elizabeth@accelerate-marketing.com

www.accelerate-marketing.com

Twitter: @acceler8mkting

LinkedIn: www.linkedin.com/in/elizabethandreini

Failure to Launch: 5 Reasons Product Launches Fizzle

Today we have a guest blog from Elizabeth Andreini:

Are you one of the many companies that have recently released new or enhanced products or services or are preparing to launch new offerings later this year? Recently, I was talking to a company getting ready to release several new products this fall using a product launch plan (their first ever!), I thought it might be timely to highlight five common reasons product launches fail and how to avoid that fate. Hopefully you won’t fall prey to any of these!

5 Reasons Product Launches Fail and Products Don’t Sell

1.    “It’s a Can’t Miss ‘Cutting Edge’ Product/Service!”
Sometimes a great idea (based on anecdotes from a key sales person or executive) gets turned into a product offering before the company identifies a market that really needs or wants it – and finds out after the fact there is little interest and no real market. Another issue may be that the product offering is not a high need or want product. It could be a “nice to have” offering that there is no urgency to buy. Prospects can use substitutes or “do nothing” as an easy alternative. Make sure there is a clearly identified market and prospects have a reason to buy (and buy now). Define the “complete” product offering – including services needed – before you release to the marketplace.

2.    “We Have to Release on Time!”
We all work to deadlines. Sometimes as a deadline gets closer we realize that a product or service offering isn’t ready. At the last minute shortcuts get made and things get cut – or moved into “Phase 2.” Getting to market on time is only critical if key features or capabilities are ready, otherwise prospects won’t be interested. Alternatively a company may make the target launch date but the product offering is not completely ready (and is released anyway). The company likely knows the offering isn’t market ready and isn’t fully committed to its success. Quality issues slow purchase and will result in even more problems including longer term damage to the company’s reputation. Be precise in defining what has to be in a product or service and clarify what key benefits/capabilities have to be ready – and if it isn’t ready don’t launch it. Validate the final offering against the initial requirements, communicating early on if there are any discrepancies.

3.    “Ta Da!”
The product is done and “released.” Or at least it is available for sale, but no one is ready. The company works in silos and manufacturing, sales and customer service are not in sync. Employees within the company are not trained and ready to sell and support the product. The market, and competitors, figure that out fast. Put together a cross-disciplinary launch team and ensure that all parts of the company are “Go!” before launching. Every part of the company needs to be fully trained and ready to support the product when it launches.

4.    “I Didn’t Know You Had…”
Have you ever heard a customer say, “Oh, I didn’t know you had [blank].” If you don’t effectively and repeatedly communicate to the market and prospects - as well as current customers - they may not even realize you have a new product offering until after their budget is spent. They can’t buy what they don’t know about. Have a marketing plan in pace that covers communication to all key audiences internally and externally. Communicate to all audiences that a product is coming, again when it is released and finally again after the launch.

5.    “It’s Complicated.”
Got sales training? The company gives the sales team information on the new product it is launching, but the product doesn’t get sold. What happened? Maybe the sales team doesn’t have enough information or the product offering seems too complicated which could result in lots of questions that a sales person doesn’t have the answers to. Maybe the sales person doesn’t fully understand the information provided during training. A sales person might not admit that they wouldn’t sell a product because of all the questions prospects ask, which could slow down the sale of other products. Make sure the sales team is fully ready and practiced. Quota and track sales of the new product to catch sales problems early.

Consider these questions to help make sure your product launch is successful:

1. When new products are being considered, are clearly defined market needs documented, target audiences defined and a competitive analysis conducted? Are feature and benefit priorities clearly understood so the company can make accurate decisions on when the product offering is really ready to launch?
2.  Do you have the value proposition & market offering defined so that you know you are offering a “complete product” that resonates with prospects’ needs and wants?
3. Does your company have a coordinated rollout process across departments so that when a product or service offering launches all groups are ready and fully trained to sell and support it?
4. Has a communication plan been created that provides information on the new product, its benefits and pricing, to internal stakeholders as well as external audiences, including prospects in the target market as well as customers?

ELIZABETH ANDREINI

As the President of Accelerate Marketing, LLC, Elizabeth Andreini, is the "secret weapon" CEOs turn to at key growth points when they need to transform marketing and product management to grow their customer base, increase revenue & scale their business.  In addition to providing experienced executive insight and guidance, Elizabeth often works as an interim CMO or VP to provide the hands-on leadership needed tore architect marketing and product management and improve execution from the inside.  

Elizabeth Andreini, founder & president of Accelerate Marketing, LLC Accelerate Marketing, LLC
206-769-3420 or elizabeth@accelerate-marketing.com
www.accelerate-marketing.com
Twitter: @acceler8mkting
LinkedIn: www.linkedin.com/in/elizabethandreini

The One Critical Question about Marketing Every CEO Should be Asking

Today we have a guest blog from Elizabeth Andreini:

You were probably one of the millions who watched the recent Seahawks Super bowl victory and accompanying ads. What you may not have realized is that a 30-second spot at the 2014 Super bowl costs approximately $4 million, and that’s only airtime, not the cost of creating the ad. Hearing that fact is when most people make snide comments or an uncomplimentary sound about wasting money on marketing. And although I’m a marketer, I agree.

Hopefully you don’t think that is what smart marketing is, spending beaucoup bucks with little chance of a significant revenue impact. That’s like thinking of marketing as a method of transportation and thinking you have to choose between a $100,000+ Tesla car and walking. If you are walking you probably aren’t going to get very far very fast, and at the same time there are a lot of other viable transportation options before you shell out $100,000+ on a fancy  electric car.

Some businesses don’t think that they do marketing or need to do marketing. They expect sales to promote their products (and assume that they are all saying the same thing) or believe their products and services “speak” for themselves. To those CEOs I say look honestly at your sales efforts and ask the question: “How am I getting word out about my company and its services when a sales rep isn’t in the room?” If you don’t have mindshare when your sales rep is outside the room then you are in trouble, maybe not today but tomorrow, or in the next economic downturn.

Marketing isn’t as useless as most Super bowl ads; it serves a purpose by building awareness and knowledge, even preference of your products and services – without having a one on one conversation. It also helps keep you top of mind for potential customers and referrers. Marketing helps create a consistent story about the benefits of your product and services that everyone hears. For those who don’t believe in “marketing” or are uncomfortable with “marketing” then let’s call it what it really is “relationship building.” (Hint: sponsoring events is marketing.)

Marketing helps you remind referral partners and customers that you offer great products and services, tell them about new offerings and help build and maintain strong relationships – and who doesn’t want that?!

Here are some questions to think about:

1. How strong a market presence does my company have when a member of the sales team isn’t in the room?
2. If I look at my company’s sales pipeline, am I relying too heavily on a few referral sources or passive responses to requests for proposals?
3. How many unsolicited inbound leads are coming to our company?
4. How is my company continuing to stay in front of past customers to keep mind share and encourage repeat business or referrals?
5. How effective is my company at rapidly communicating new and special offers to the market? 

ELIZABETH ANDREINI

As the President of Accelerate Marketing, LLC, Elizabeth Andreini, is the “secret

weapon” CEOs turn to at key growth points when they need to transform marketing and

product management to grow their customer base, increase revenue & scale their

business. In addition to providing experienced executive insight and guidance, Elizabeth

often works as an interim CMO or VP to provide the hands-on leadership needed to

rearchitect marketing and product management and improve execution from the inside.

Elizabeth Andreini, founder & president of Accelerate Marketing, LLC 

206-769-3420 or elizabeth@accelerate-marketing.com

www.accelerate-marketing.com

Twitter: @acceler8mkting

LinkedIn: www.linkedin.com/in/elizabethandreini

3 Marketing Myths that are Stifling your Company’s Growth

Today we have a guest blog from: Elizabeth Andreini

When talking to CEOs I often find that there is confusion about marketing, which is often not the CEO’s core area of expertise.  Sometimes I hear statements that are misconceptions about marketing, so I thought I would highlight a few, leaving you something to think about as you plan for the coming year.

Myth #1: We don’t really do marketing.

The follow-up question I ask when I hear this statement is: “When you say you don’t do marketing, how to you tell prospective customers about your company?” I may hear the response, “We just focus on building relationships, we don’t advertise.” What is marketing? According to the Oxford dictionary: Marketing is defined as “the action or business of promoting and selling products or services, including market research and advertising.” And what is promoting? Promoting is simply publicizing a product to increase public awareness and sales. The fact that you don’t advertise in magazines, newspapers or online doesn’t mean that you don’t do marketing. You just don’t advertise. Advertising isn’t marketing; it is only part of how you can communicate when marketing. Building a relationship with potential customers and communicating with them to create awareness and preference for your company is another way of saying that you are indeed marketing. 

Myth #2: I know what our customers want.

Really?! Are you exactly the same as your target audience? A 45 year old male product manager planning to expand his product line to include an offering more targeted to women once explained to me that he knew his sales would increase because now he was going to offer it in pink…and even purple. I was so stunned at his assumptions that I was speechless. (Yes, this really happened!) What CEOs need to keep in mind – and ensure other decision makers remember is: Your opinion while interesting, may not be relevant. That sounds harsh, but remember that you probably aren’t your target audience, may not match the profile, have the same needs and your level of product or service knowledge is different from your potential customers.  Reach out to those that are a closer fit to your target audience in the company or friends/colleagues outside the company to better understand what prospective customers values and perceptions are. You might be surprised at what you find out!

Myth #3: I don’t understand this frenzy over social media; we don’t need to do anything with those sites since that’s not how customers buy from us (today). 

Facebook, YouTube, Twitter, Yelp, Pinterest…the list goes on and on. It seems there is always a frenzied rush to jump on the latest social media trend – or completely ignore it. Companies can easily devote too much time and energy to social media because they want to be seen as innovators that get there first: “We have to get a presence on the new “FaceYouYelpterest” site before our competitors!”  But companies are more likely to ignore these sites because they don’t think their customers interact much using social media. Social media is just a vehicle for communication, and is ONE component in a carefully considered communication strategy. However what does get overlooked and why this is Myth #3, is that the changing demographics of your customers may mean that your future prospective customers will use social media sites to gather product/services information and learn about businesses, even if your current prospects aren’t. Older decision makers are being replaced with younger more internet savvy, smartphone-carrying decision makers. And employee demographics are changing as well. Participating in social media should be a well-considered strategy that plans not just for today’s customers but to attract future customers as well as key employees based on changing demographics.

Here are some myth busting questions you should be thinking about:

1.     How do prospective customers learn about our company and our products or services? How does that align with our “marketing” activities? How can we better communicate to build more awareness?

2.     When we think about our prospective customers, are we assuming we know what they really want because we know the product and service so well? Are we really the same demographic or psychographic profile and how can we get broader feedback which might better inform and improve our perspective?

3.     Are our potential customers looking at and using social media now and which sites are they looking at for information? Which social media sites might future employees be using? How might mobile phones be used to accessed information on our company and its products?

ELIZABETH ANDREINI

As the President of Accelerate Marketing, LLC, Elizabeth Andreini, is the “secret weapon”

CEOs turn to at key growth points when they need to transform marketing and product

management to grow their customer base, increase revenue & scale their business. In

addition to providing experienced executive insight and guidance, Elizabeth often works

as an interim CMO or VP to provide the hands-on leadership needed to rearchitect

marketing and product management and improve execution from the inside.

Elizabeth Andreini, founder & president of Accelerate Marketing, LLC 

Accelerate Marketing, LLC

206-769-3420 or elizabeth@accelerate-marketing.com

www.accelerate-marketing.com

Twitter: @acceler8mkting

LinkedIn: www.linkedin.com/in/elizabethandreini

Test Your Marketing IQ

Today we have a guest blog from Andrew Ballard

Webster’s definition of marketing is “An aggregate of functions involved in moving goods from producer to consumer.” That definition encompasses a very broad set of operations. Marketing, and the process of growing your business, is multi-faceted. Within this complex process, are you aware of your knowledge gaps?

This short test will help you assess your marketing intelligence quotient. Objectively rating your company, from zero to 10, on each of the eight questions (0 is low, 10 is high). After you have rated all eight questions add up your total score.

1.     Northstar: Have you developed and published a mission statement that guides your business and helps your team stay on course?

2.     Business Analysis: Do you review your business’ strengths and weaknesses (internally) and opportunities and threats (externally) at least once a year?

3.     Customer Research: Do you regularly survey customers to understand their preferences and perceptions regarding their experience with your organization?

4.     Competitor Comparison: Do you study your key competitors to understand their strengths, weakness and market position relative to your own?

5.     Market Niche: Have you developed a customer profile to better understand and target your most responsive and profitable market segment?

6.     Market Position: Have you developed a competitive distinction that your target market segment values as a means of differentiating your brand?

7.     Promotional Alignment: Do you have a marketing communications plan that aligns your promotional activities with your market position?

8.     Optimal Results: Do you have and maintain a tracking system to evaluate the results of your marketing activities so you can make informed adjustments?

If your total score is over 70 (a perfect score is 80), you should stop reading this Blog post and start teaching a class. If your total score is below 40, take heart, you are among the majority of business leaders. The good news is that you have plenty of opportunities to improve the results of your marketing investments.

More important than your total score are the individual ratings for each question. Reviewing your individual ratings will help identify your best opportunities to improve. Focus on the areas you scored yourself four or less. You’ve heard the adage: a chain is only as strong as its weakest link…that same premise holds true for a business.

Questions:

• What is your company’s greatest strength, and what can you do to leverage that asset?
•  Based on your score, what are your company’s most significant weak points?
• Based on your customers’ experiences, which weaknesses should you focus your improvements? 

You don’t have to be a “marketing genius” to grow your business; you just need to take stock of your current business situation, and then take action to strengthen your weak links. 

ANDREW BALLARD

Andrew Ballard is the president of Marketing Solutions, a Seattle area agency that developsresearch-based growth strategies for small to midsize businesses.  He has over 30 years experience specializing in marketing research, strategic planning, brand development and revenue generation.  Ballard has helped hundreds of organizations (from startups through Fortune 500 companies) realize significant growth.

Andrew is a graduate of the Ford Marketing Institute and Certified in Six Sigma.  He is also a respected author and educator.  His articles on marketing strategy have been published in business journals through all 50 States.  His first book, entitled Your Opinion Doesn’t Matter, recently released to rave reviews in both corporate and academic circles.  In addition, he is adjunct faculty at the University of Washington.

 He can be reached at 425-337-1100 or www.mktg-solutions.com

The easiest companies you’ll ever market (& sell) to are…

Today we have a guest blog from Elizabeth Andreini:

The easiest companies you’ll ever market (& sell) to are…your customers of course! But yet that seems to always be the group that gets the least attention by marketing (and sales). Don’t make that mistake!

Not too long ago I found myself at a company that was suddenly agitated because their customer retention rate unexpectedly dropped by almost 10% in a single year. Customer subscription revenue was a significant part of their total revenue, and actually had more impact than new customer revenue, so the impact to the bottomline was significant. The company hadn’t been paying attention and consistently marketing to their customers because they had been so busy chasing new business. Once the revenue started to drop it took them a while to respond, and by that time the damage was done. While they couldn’t have saved all those customers, neglect had taken its toll.

An unfortunate story and a hard lesson learned.

Once this company started to look at their customer base more thoroughly, the other lesson the company learned was that it was not selling new products and services to their customers, many of whom didn’t even know about other solutions available to purchase. The business was not only losing current revenue, they were leaving new revenue on the table! While retaining your customers is important, what is often even more frequently overlooked is that these same customers are the most fertile ground for new sales.

Your company may not be in that same situation, but are you doing the best job you could to stay in touch with your customer base and consistently market to your customers? Chasing new customers or market segments while neglecting your customer base, leaves your customers unappreciated and makes it easier for your competitors to acquire them.

So focus on chasing after current customers! Market to them! Make keeping your customer base informed about all current and new products and services a priority. Invest time and energize your customer base and you may find they actually help you sell new customers too!

As the CEO, five questions you should ask your marketing (and sales) departments:

1.    What is our customer retention rate and how could we improve it?

2.    How much time and resources is our company spending marketing to our customer base compared to chasing new customers and new markets?

3.    How are we keeping our customers informed about new product and services offerings, and are marketing and sales working together to encourage purchase?

4.    How can we help our customers be better evangelists for our products and services?

5.    What else do our customers need that it would make sense for us to provide them?

ELIZABETH ANDREINI

As the President of Accelerate Marketing, LLC, Elizabeth Andreini, is the “secret weapon” CEOs turn to at key growth points when they need to transform marketing and product management to grow their customer base, increase revenue & scale their business. In addition to providing experienced executive insight and strategic guidance, Elizabeth often works as an interim CMO or VP to provide the hands-on leadership needed to rearchitect marketing and product management and improve execution from the inside.

Elizabeth Andreini, founder & president of Accelerate Marketing, LLC 

Accelerate Marketing, LLC

206-769-3420 or elizabeth@accelerate-marketing.com

www.accelerate-marketing.com

Twitter: @acceler8mkting

LinkedIn: www.linkedin.com/in/elizabethandreini

We are a Grow50™ member firm.