Strategic Growth Has More to Do with Process Than it Does Technique.

Buyers don’t buy until they trust. Social capital, trust can only be built with quality interaction – human interaction is the key.

office employee works on her laptop

The COACT Process

We learn your business, help determine your strategic growth architecture, and become an accountable, integral member of your business growth team.

When you hire COACT it is as if you were to build a fully staffed business development and marketing team, installed best-in-market tools, and designed a performance management, metrics, and process control discipline – building a competitive advantage of your top-of-funnel functions. Our professional business development outreach team is supported by a fully functioning marketing team consisting of content writers, graphic designers, a videographer with drone capabilities, social media experts, web developers, software engineers, and a business development outreach team.

COACT designs, installs, and executes best practices in building brand position and awareness, while developing and managing relationships with high-value targets who will be strategically important to your future growth. ‘Clicks’ and ‘likes’ are cute, but we’re serious about creating human interaction that builds relationships that will be meaningful to the future success of your business – COACT is the preeminent full-service strategic growth agency.

We create and track ‘clicks’ and ‘unique visitors’ but we’re most interested in having conversations with decision makers.

Strategic growth is a daily discipline, not an as-needed activity.

Our process helps build relationships, using a regular frequency of quality interaction, eliminating the variable of timing.

Sales Continuum

Imagine the business growth system on a zero-to-ten sales continuum, where ten is making money. On that continuum, about seven is where you offer a proposal for your services or products. A successful proposal using strategic outreach leads to an award, performing the work and taking payment… ten! At COACT, we call this seven-to-ten side of the business, the Supply Side.

On the Supply Side, you have made major investments – rightly so. This is where you service and manage your customer relationships and improve the value you deliver. Your people, highly refined processes and a performance system are dedicated and featured on the Supply Side. There are organizational charts, job descriptions, process flow charts, dash boards, and spreadsheets to communicate and monitor progress and results.

We know that we need to strategically identify and increase demand to build a prosperous business system; however, as we reflect on our business model, we rarely find the same attention to detail and dedicated resources assigned to the zero-to-six activities on the sales continuum – the Demand Side.

COACT designs, installs, and executes best practices on Demand Side, prospecting, pre-qualifying, and position strategic opportunities for your professional sales team to propose and close.

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Timing is Everything

We know that buying systems don’t buy, they don’t engage until they trust the selling system. This trust is built on social capital that can only be developed through quality interaction. This quality interaction increases the comfort level of the buying system and reduces the perceived or real risk associated with engaging.

The COACT process builds relationships using a regular frequency of quality interaction to eliminate the variable of timing in the strategic outreach of your sales strategy. Christmas card marketing does not work. Timing is the most critical variable in business-to-business sales. You are either memorable and valued at the time of need, or you’re not.

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When you find yourself responding to ‘price buyers’ or are struggling to maintain margins with current customers, you have likely fallen into a brand placement trap. The main feature of this trap is the mismatch between the value you supply, from the perspective of the buying system, and the price they are willing to pay. It may be time to revisit your value proposition in the market and begin the work of matching your model with that value.

Brand placement positions your product or service in the minds of customers relative to competitors. We use marketing strategies and messaging to highlight our unique value and our place in the competitive marketplace. A differentiated offering serves this placement by providing specialized features, superior quality, or distinct branding that competitors lack.

This unique value proposition directly dictates the target market you choose to pursue. Instead of appealing to a broad, generic audience, the brand focuses on a specific demographic, psychographic, or behavioral segment. These customers actively seek out and highly value those specialized traits. Nordstrom customers don’t go to Target for their button up shirt, or new blouse. Nor do Target customers expect to attract and serve Dollar General customers. But don’t be fooled. Each of these models is brilliant at brand placement and each is massively successful.

Aligning a distinct product or service offering with a precisely defined audience maximizes marketing efficiency. It builds deep brand loyalty and secures a highly profitable market niche. Finally, you will spend more time talking about differentiated value, and less time talking about price. During our engagement launch phase, we call Physics, COACT helps our clients identify and leverage their unique brand position in the competitive landscape.

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Not all revenue is created equally. Thinking about categories of revenue reveals the quality of your business growth process and leads to more mature business growth structures. Thinking about revenue that comes from fans, friends, and futures delivers meaningful insights into the performance and investment of your business growth system.

Fans deliver the most consistent revenue streams. They are enthusiastic advocates who drive meaningful, organic growth. Credibility is firmly established. Because they buy into your core mission, they are typically less price-sensitive and more likely to refer high-value accounts, making their revenue incredibly cost-effective. Revenue frequencies are high, competition is low, proposal win rates are high. Their experience with your people and system has reduced their perception of buying risk.

Friends represent stable, but sometimes more transactional, recurring revenue. These reliable, ongoing client relationships provide financial predictability but will require continued account management and periodic outreach to maintain. They are past customers, partners, and connectors in your network. Your model has credibility, but it is not deeply established. Revenue frequencies are moderate, there is competition, and proposal win rates are lower.

Futures are strategic targets, prospective clients. They represent your upcoming pipeline and are typically larger in numbers. There is little or no credibility built initially. Futures are typically determined through research that is guided by strategic thinking. Revenue frequencies are low, there is intense competition, and proposal win rates are the lowest. Why do we pursue Futures? Assuming you are maximizing your potential with your Fans and Friends, it is logical to expect that over time there is attrition, competitive attacks, economic change that causes your fixed revenue streams to become strained, diminished. If you have a well-established Futures structure, you are prepared to overcome the decline. If you wait for the decline before pursuing Futures it is often too late.

Balancing these segments is essential. Relying solely on Fans is a risky strategy, while a healthy mix ensures sustained profitability and stable growth.

Competitive differentiation, your competitive advantage, is how you set your business apart in a crowded, highly competitive marketplace. Your competitive advantage manifests itself through the strategic collection of your core competencies, those activities, skills, and deliverables that clients need and buy.

Rather than merely matching rival features, true distinctiveness requires mastering and solving the unmet needs of a customer. The objective is to develop and drive your competencies deeper into the articulated and unarticulated needs of the prospective buying markets.

If we do not pay attention, we often find ourselves misaligned with the needs of buying markets and obsess over the competition, working at creating parity, or less.

In our work with our clients, COACT helps identify the underlying, unarticulated needs of prospects, gaps in the market—these silent pain points or unmet desires users experience. When brands take the time to identify and act on these hidden frustrations, they foster genuine innovation. Instead of competing in a race to the bottom on price, utilizing customer-centric strategies allows our clients to build authentic brand trust, secure deep loyalty, and carve out a sustainable advantage.

We have learned over the years that when you put a top performer in a poorly designed or managed business growth process that top performer will underperform. Interestingly, the opposite is also true. You can put an average performer in a highly refined process and they will overperform.

Good process design and management drive sustainable business growth results. While individual talent, a firm handshake and a joke, can yield short-term wins, reliable scaling demands structured, repeatable systems.

Process eats technique for lunch because it eliminates inconsistency, scales effort, and enables higher levels of accountability. A well-defined process creates a roadmap that any competent team member can follow to generate predictable results.

Systems turn unpredictable art into a measurable science. When companies document and optimize their workflows, they reduce costly errors, save time, and free up leadership to innovate rather than micromanage. Technique gets you off the ground, but rigorous process is the engine that scales an enterprise from a localized startup into an industry leader.

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Price vs. Value – Brand Placement

When you find yourself responding to ‘price buyers’ or are struggling to maintain margins with current customers, you have likely fallen into a brand placement trap. The main feature of this trap is the mismatch between the value you supply, from the perspective of the buying system, and the price they are willing to pay. It may be time to revisit your value proposition in the market and begin the work of matching your model with that value.

Brand placement positions your product or service in the minds of customers relative to competitors. We use marketing strategies and messaging to highlight our unique value and our place in the competitive marketplace. A differentiated offering serves this placement by providing specialized features, superior quality, or distinct branding that competitors lack.

This unique value proposition directly dictates the target market you choose to pursue. Instead of appealing to a broad, generic audience, the brand focuses on a specific demographic, psychographic, or behavioral segment. These customers actively seek out and highly value those specialized traits. Nordstrom customers don’t go to Target for their button up shirt, or new blouse. Nor do Target customers expect to attract and serve Dollar General customers. But don’t be fooled. Each of these models is brilliant at brand placement and each is massively successful.

Aligning a distinct product or service offering with a precisely defined audience maximizes marketing efficiency. It builds deep brand loyalty and secures a highly profitable market niche. Finally, you will spend more time talking about differentiated value, and less time talking about price. During our engagement launch phase, we call Physics, COACT helps our clients identify and leverage their unique brand position in the competitive landscape.

The COACT process builds relationships using a regular frequency of quality interaction to eliminate the variable of timing in the strategic outreach of your sales strategy. Christmas card marketing does not work. Timing is the most critical variable in business-to-business sales. You are either memorable and valued at the time of need, or you’re not.

Learn More

Not All Revenue is Created Equally

Not all revenue is created equally. Thinking about categories of revenue reveals the quality of your business growth process and leads to more mature business growth structures. Thinking about revenue that comes from fans, friends, and futures delivers meaningful insights into the performance and investment of your business growth system.

Fans deliver the most consistent revenue streams. They are enthusiastic advocates who drive meaningful, organic growth. Credibility is firmly established. Because they buy into your core mission, they are typically less price-sensitive and more likely to refer high-value accounts, making their revenue incredibly cost-effective. Revenue frequencies are high, competition is low, proposal win rates are high. Their experience with your people and system has reduced their perception of buying risk.

Friends represent stable, but sometimes more transactional, recurring revenue. These reliable, ongoing client relationships provide financial predictability but will require continued account management and periodic outreach to maintain. They are past customers, partners, and connectors in your network. Your model has credibility, but it is not deeply established. Revenue frequencies are moderate, there is competition, and proposal win rates are lower.

Futures are strategic targets, prospective clients. They represent your upcoming pipeline and are typically larger in numbers. There is little or no credibility built initially. Futures are typically determined through research that is guided by strategic thinking. Revenue frequencies are low, there is intense competition, and proposal win rates are the lowest. Why do we pursue Futures? Assuming you are maximizing your potential with your Fans and Friends, it is logical to expect that over time there is attrition, competitive attacks, economic change that causes your fixed revenue streams to become strained, diminished. If you have a well-established Futures structure, you are prepared to overcome the decline. If you wait for the decline before pursuing Futures it is often too late.

Balancing these segments is essential. Relying solely on Fans is a risky strategy, while a healthy mix ensures sustained profitability and stable growth.

Learn More

Our Sales Synergy process delivers excellence in support of your sales professionals.

It all begins with Physics – our team becomes oriented to your organizational history, culture, customer success stories and products and services. We help you to strategically define your business model, focus your go-to market strategy, choose your future customers, and sharpen your message.

This is the first step in building your strategic architecture.

Next, we install a Rhythm of communication and learning. By targeting your ideal customer profile, we learn about your prospects’ buying systems and their motivation to buy. Our team does the heavy lifting- profiling, prospecting, pre-qualifying, and positioning new business opportunities for your professional sales team to propose and close.

All this is put in place to help your organization build Mastery in the market. Our goal is to supply your organization with a meaningful, sustainable competitive advantage, making you the competitor of choice. We do this by gathering information over time, which we organize and analyze, then share with your team to leverage knowledge to gain competitive advantage and differentiate your company in the market.

The faster you can learn something useful that you didn't know and apply it to your benefit, supplies the momentum to build competitive advantage.

GATHER

ORGANIZE

ANALYZE

LEVERAGE

Gather

We gather information through proactive research based outreach to your strategic targets.

Organize

We then organize what we learn about buying systems and a prospect's motivation to buy in our CRM, metric system, and activity reports.

Analyze

Our Strategic Growth Advisors analyze that data to determine next steps in your strategic growth campaign.

Leverage Knowledge

Lastly, we leverage that knowledge to gain competitive advantage and differentiate your organization in the market.

GATHER

ORGANIZE

ANALYZE

LEVERAGE

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