-Bruce La Fetra
“Your research on our business and careful questioning of our partners provided a great marketing plan broad with initiatives, but scalable to match our needs and capacity.”
EVP, XL Construction
“Bruce was a great investment, providing detailed, objective information for making key decisions regarding how we position and deliver our services.”
CEO, Lawyer Business Advantage
“Bruce led us in strategy development that let us reach a new level of clarity and ideas for who we are, what we’re doing, and how we’re going to achieve it.”
CEO & Founder, Rubicon Consulting
"What Bruce does is original. People don’t talk about Virtuous Cycles of Marketing. . . After a while it gets really easy because it becomes part of the company DNA."
Kevin G. Long
President, Employee Benefits Law Group
"What immediately impressed me is Bruce’s ability to identify the key issues that win business for us."
"Your approach completely changed the way I think about my market."
"Bruce’s analysis was invaluable for setting marketing goals. He also helped with a master plan to achieve those goals. I cannot praise enough the value of Bruce’s approach and the efficiency of its execution."
"Bruce’s approach is different. It’s customized to his clients, and though it starts with marketing, once implemented, it permeates the entire organization. It’s a deeper, more positive approach."
Law Firm Marketing Director
"When we took our new messaging ‘out on the road,’ we definitely had stronger positioning vs. an aggressive competitor. We were able to articulate our benefits with a lot more impact."
VP Marketing, PayCycle
The Challenge: While some sales reps complained they couldn’t meet quota without steep discounts, others maintained the company was leaving tons of money on the table. Something wasn’t as it seemed.
The Outside-In Advantage: It quickly became apparent that two different Buyer Personas were required. The company was using the same offering to serve two very different applications for different customers in different markets. Our outside-in approach demonstrated the need for a radical product realignment: we recommended two separate products utilizing a common code base.
The Business Result: Two under-performing products became a pair of thriving products once each was “right-priced.” The lower priced offering delivered volume in the company’s traditional markets without undercutting the ”insane” margins generated by the higher-priced offering selling for 33X.
The Challenge: The CEO was under pressure. Having taken a significant private equity investment to fund growth, he needed to figure out why his slam-dunk product wasn’t generating growth. Home health agencies must navigate complex Medicare rules while operating on thin and uncertain margins. Maximizing billings while controlling costs ought to be an easy sell.
The Outside-In Advantage: In-depth client interviews revealed a huge mismatch between actual and assumed Buyer Persona. Nurses-turned-owners simply don’t think in the same terms as other business owners. To them, patient care comes before efficiency and profits.
With patient care as their driving force, the nurse-owners were wary of the big, profit-driven healthcare companies they felt put profits ahead of patient care. Nurse-owners didn’t see a difference in priorities; they saw an offense against their values.
The entire company began thinking like nurses. Operating efficiencies became the solution to the problem nurse-owners actually faced: how to operate on thin margins while ensuring their patients got the care they deserved.
The Business Result: The company saw a remarkable and immediate reversal of fortune. Growth attracted new investments to launch an acquisition strategy. The actual service and pricing remained completely unchanged. The actual service and pricing remained completely unchanged.