Your Strategic Marketing Plan is an integral part of your overall business plan, and we can help you pull all of the elements together. Based upon years of working with technology companies who were at various stages of strategic planning, Aistrup Consulting developed our own flexible process to help customers define and develop compelling, actionable marketing plans. We don’t need to re-invent the wheel every time we take on a project—if all you need is a “tune up” on your old plan, we’ll start from there.
We write your plans to meet the specific needs of your audience, whether it’s investors, lenders, Board members or your own management. Take the first step toward making that commitment, and call us today to help you develop an actionable Marketing Plan. Conducted a product line optimization to identify low margin products and refocus business development on high profit segments. Developed and wrote funding documentation for clients seeking financing and government grants, resulting in over $20 million of SBIR funding and successful private and public financing rounds.
Trained Marketing and Sales of a Fortune 50 technology firm in Best Practices including strategy and value proposition development, market analyses, competitive intelligence, product life cycle modeling, pricing strategies and product launches.
Clarified the value proposition for a disposable medical device, established a new brand identity and ultimately positioned the product as the new industry standard within two years. Conceived and led strategy development for more than 20 early stage technology companies, resulting in first commercial sales, industry awards such as “Startup of the Year” and funding from SBIR, private and public sources. Strengthened product pricing strategies for management of a renewable energy technology firm, validated with in-depth analysis of competitor financials, distribution, production capabilities, new products and SWOT analyses. Established an aggressive IP licensing program for a biotech company resulting in the company’s first multi-million dollar license agreement with a Fortune 100 medical device company. Licensing and royalty revenues increased from zero to over $50M in 5 years, propelling the company to #20 on Fortune Small Business Fastest Growing 200 List. Managed and negotiated Intellectual Property licenses and agreements with global technology developers in the Printed Electronics industry resulting in two publicly announced agreements. Qualified prospective licensing targets for medical diagnostic technologies, initiated discussions and negotiated terms leading to 3 executed agreements. At the bottom of the pyramid, rolling six-month marketing plans (step 9) form the base of the pyramid.
A man once quipped, ‘When people feel that someone genuinely likes them, they are more open to listening to that person and to buying what he is selling’. Tony Ajah is a business growth strategist, and the Principal Strategist, TA Strategic Solutions, a Lagos-based firm that is into business growth and development. Tony is a lead facilitator at Lagos School of Productivity, SMARTlifeSKILLS – school of soft-skills, and Benson & Edwards Public Speaking and Leadership Academy.
He is a seasoned consultant, trainer and professional speaker on topics ranging from Business Growth to Marketing, Brand Enterprising, Superior Communication Skills, Presentation Mastery and Personal Peak Performance. Tony is a member of the International Institute of Global Leadership, USA, and also an alumnus on Federal University of Technology Owerri.
Application for the 2014 Washington Fellowship for Young African Leaders is Open,Apply Today! If your organization still treats the marketing team as a “service” department instead of a critical, strategic resource, then it’s time to catch up. Audiences now expect organizations to operate from the outside-in (the market determines the relevance of your organization), and no longer from the inside-out (internal experts attempt to declare the market’s preferences). Before the social media revolution, marketing often played a “service” role in organizations.
Gone are the days of the marketing team playing the role of a one-way megaphone for an organization.

Have you ever really looked at some of the interactions on your organization’s Facebook page that your marketing team nearly always seems to respond to with tact? This is an absolutely critical concept for modern-day nonprofit organizations to grasp in order to achieve financial solvency (and, thus, why I mention it in several posts): If audiences that truly matter don’t consider what your internal experts declare as important to actually be important, then you won’t succeed in garnering support.
Because the marketing department knows your market and because the market determines your success, it’s unwise to treat this team as a “service” department rather than a strategic department.
Although the role of marketing is changing and, in turn, the way that organizations think about their marketing departments has changed, that does not mean that this is the single most important department by any means. Digital engagement provides an incredible opportunity to get to know audiences, break down ivory towers, engage in open authority, and build greater personal connections to nonprofit missions.
If an organization is in the woods shouting its own importance and nobody is around to hear it, does it make a sound?
I work with nonprofit leaders to ensure the long-term relevance and financial success of their visitor-serving organizations. Our program isn’t “canned”—instead, we customize how we work with you based on your unique needs and budget. It collects and organizes information for use in decision making but does not have any specific formulas or models of the decision process.
These six-month forecasts flow from the budget (step 8); the budget, in turn, flows from the strategic plan (step 7). According to Brian Tracy, ‘The best sales presentation shows the prospect how much better off he will be if he buys and simultaneously how much worse off he will be if he neglects to buy.’ That is very remarkable. He is the Principal Strategist, TA Strategic Solutions, a Lagos-based firm that is into business development.
He is the author of the e-book, Business Sense, and has some audio programs such as the Soft-Side of Business, The Business of Marketing, and The Heart of Branding to his credit.
Please use newer version of your browser or visit Internet Explorer 6 countdown page for more information. If you’re making major decisions without first contemplating the market, then your organization may be doomed to fail. That is, it was a department tasked with delivering the messaging that originated from other departments. The most successful organizations with which I have the opportunity to interact consider the marketing team before the organization solidifies even minor public-facing plans. Your organization may claim that something is important, but that does not make it so to your audiences. We currently live in a very connected world and we no longer have to “guess” what our audiences want or need in order to support our missions (see point #2).
Marketing is an every-department job that only works with the help of others to bring expert content to potential supporters through the filter of how audience are best engaged. In order to achieve success, organizations must listen to their audiences, relate to them, and provide value to individuals – and community management should be contemplated before an organization makes public-facing decisions.
I specialize in the evolution and deployment of innovative community engagement practices informed by proprietary data that both identify and predict trends in the market’s behavior. For those who want to make their own strategic decisions, this method provides a good vehicle for utilizing time and expertise in a helpful but nonintrusive manner. The first year of the three-year strategic plan becomes the budget, and the rolling forecast confirms that the budget will be achieved. A continuous forecast process can make a formal budgeting process unnecessary—one of the forecasts simply becomes the budget for the upcoming year. Every human action in purchase of a product-service is aimed at an improvement of some kind.

Whenever you hear ‘no’, it means that you have not uncovered the benefit (except that he or she was not in need of that particular product-service). It’s wisdom to approach every marketing situation as a friend; it’s a skill that can be acquired.
He also serves as Director of Creativity, Smartspeakers Resources, an enterprise that develops soft-skills.
In short, the marketing department is no longer your organization’s way to talk at your audience, this department provides the opportunity to listen to and connect with your audience. I very rarely see a marketing person write something that illustrates what they may actually be thinking at times (“Sir, this basic information is all over our website, is extremely findable in a Google search, and is addressed in the comment below… but sure, I’ll respond during my dinnertime to supply this answer to you in a timely fashion and I’ll even thank you for asking!”) In other words, communicating on social platforms often takes time, skill, and consideration.
The marketing team may be able to tell incredible stories, but if “important” content is not innately relevant, the job is much harder – and may be impossible in some cases. Thus, it makes almost no sense that a department within an organization might arbitrarily pick an initiative or exhibit (determining importance) without considering the market (ensuring relevance). Other organizations forgo a continuous forecasting process altogether, relying instead on pulling together a revised outlook on an exception basis. You must always talk about your product-service in terms of what the customer wants, and not in terms of what you are marketing and wants him to perceive.
It behoves on you to convince the buyer that he will enjoy this benefit if he buys your product-service.
Influencing the action of your prospect becomes easier when he sees you as a trusted friend.
It’s a new day for you as you take those product-services to the ultimate buyers, and giving them what they want.
By interacting with your audiences every day and successfully managing online communities, a good marketing team member necessarily becomes expert in your market’s wants, confusions, desires, hold ups, and preferred methods of communication. They also feel they will be better off if they bought some other product-service, or if they bought nothing at all.
It’s very unfortunate that most marketing focus on their product-service features rather than benefits. Perhaps the primary thing here is the difference between what your product-service is and what it does. The marketer’s responsibility is to uncover the needs hiding under the product-service and sell them to the buyers. It is only when the customer feels that the value he receives is greater in excess of the cost that he will have to pay that a buying decision takes place. I have had a couple of people come to me with their products; they fail to make sales simply because of this marketing blunder. But the prospect cares less about what your product-service is; he only cares about what it does, especially what it can do for him. You have no business marketing a product-service whose different benefits you know nothing about. Let me say it again, people don’t buy your product-service, the buy the result; they buy ‘what’s in it for me’. Marketing research has it that a prospect will not buy from you until he is convinced that you are his friend and that you are acting in his or her best interest.

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