turnarounds achieved through use of the
Unique Mahoney Martial Arts Marketing Process.
& Lomb – sold a line of me-too
scientific instruments through two of America’s
largest Scientific Supply Distributors, however sales
had been in a steady decline. As Marketing Communications
Manager, I recognized that dealer-sales motivation & loyalty
was the key. We instituted a low-cost,
high-attention-getting motivational program and sales jumped
substantially, along with enthusiasm for our products. This
resulted in my promotion to National Sales Manager.
& Lomb – we also sold a me-too
line of QC measuring devices through a number of
industrial distributors nation-wide. Our distributor
situation was about equal to our competitors, as were our
sales. Using readily available manufacturing industry
data, I analyzed our dealer coverage across the US, and
discovered that in many areas we had fewer dealer
salespeople than we needed to achieve superior market
coverage. We undertook a program to correct this, and in 18
months our sales, as well as market share had increased by
Broadcasting – Hired as
Publisher for the Magazines Division, I took over a
digest-sized Manufacturing Magazine that had superior
circulation, but had been losing market share for several
years. Reasoning that advertisers preferred to showcase
their ads in a full-sized magazine, I up-sized the book,
while retaining our circulation advantage. In 18 short
months we more than doubled revenue and market share.
80% of the added revenue fell right to the bottom line.
– After this success, I was given
“Industrial Finishing” magazine to turn around. By
studying the market, I saw that the coatings segment had 4X
as much advertising as the Finishing market did. By adding
only 15% more circulation to our book, I recognized we would
be equally competitive with the Coatings books, as
well, and could serve the whole industry with just one
book. Two years later we virtually owned the market, and
today it is the only surviving book in the industry.
– A start-up company I
joined was trying to break into the scientific-lens market,
which was saturated with established low-cost competitors.
I noticed that as the size of precision glass components
became more miniaturized, the prices escalated
substantially. Because of the nature of our process, small
size was in our favor. I changed market direction and
orders skyrocketed almost overnight.
– A long-time manufacturer of
top-quality, precision measuring devices, they
decided they wanted to expand into the hardware market
– which they were ill-equipped to do. I was brought on as
Marketing Director, and quickly learned that the market was
1. Light Users – almost 80% of the
market that accounted for just 20% of sales
2. Serious-DIY-ers – about 20% of the market that
accounted for 20% of sales
3. Contractors – about 2% of the market that did over
half of the buying
I quickly keyed on the Contractors
market because of the ideal fit we had with our products.
The field, however, was enamored with selling to the “big
boxes,” so we did not enjoy the results we should have.
Communications – While at
Starrett, I recognized that there was no professional
magazine that was serving the giant Commercial Building
segment of the market. I developed a plan for the magazine,
and was hired by Stamats Communications to become Publisher
of an existing magazine that served building owners,
but had been losing market share to an upstart competitor.
After correcting that problem, I was asked to launch the new
“Commercial Building” magazine. The first issue was
published in October, 1999.
Building Council in Columbia –
Three years ago, I founded Mahoney Marketing, a
Consulting firm, which specializes in all areas of Business
Development – Marketing Communications; Sales; Sales
Training; Inquiry Generation, Prospect Development and
Management – plus Market Analysis, Strategy & Planning.
Concomitant with that, I undertook to
create a Commercial Building Council here in Columbia – a
first-ever organization of its type in the nation. I got
the idea when I noticed that the Commercial-building
industry – unlike most other industries – had no
organization to bring the several disparate elements –
Architects, Consulting Engineers, General
Contractors, the many different Specialty
Contractors, and the Building Owners & Management
Firms – together. This, in itself, presented a major
marketing problem that’s too involved to describe here. So
I’ll forego the description for a future discussion.
However, it has a happy ending: The CB Council is
successfully formed and is now part of the Greater Columbia
Chamber of Commerce. I hope to see it become a nation-wide
Observer – MahoneyMarketing
was contacted by the Publisher of Real Estate Record,
a subsidiary publication of the Observer, to help
them increase ad sales. A study of the market it was
serving quickly showed that there were many “secondary”
markets that would be interested in advertising to the
readers of RER, who were the Owners and Operators of
many of the major Commercial Buildings in Greater
Charlotte. MahoneyMarketing identified these
secondary prospects, which included Moving Companies,
Suppliers of products and materials used in Building
Construction & Maintenance, Office Equipment & Furniture,
Network Providers, etc.
These prospects were approached, and many
became advertisers in RER.
American Ceramics Society,
located in Columbus, Ohio, engaged Mahoney Marketing
to strengthen their readership among the highly important
emerging market for Advanced Ceramics, which included the
critically important areas of Hydrogen Fuels, Biomaterials
and nanotechnology, in general.
After researching the market,
Mahoney Marketing developed a plan and executed the
strategies and programs that greatly strengthened the
Society’s position, and led to a substantial increase in
customers for their Association magazine, their Trade Shows,
and the many other services they offer.