My mother wouldn’t approve of my telling you about the success we’ve enjoyed growing sales revenue and profits for manufacturers and distributors. Mom would call it bragging, but it is true.

We began working with B2B manufacturers and distributors in 1998. Back then, growth wasn’t difficult. The economy was good, industrial markets were still expanding, and there wasn’t a lot of foreign competition. But that was then, and this is now. As things changed, so did our approach. Because industrial markets were no longer expanding as they had in the past, we adapted.

The markets our clients sell in are huge; billions and billions of dollars in annual sales. There are dozens of manufacturers, hundreds of distributors, and tens of thousands of end-users in the markets in which we specialize—lots and lots of business. Problem is, for the most part, it’s all spoken for. You’ve got a share of the business, and each of the companies you compete with has a share too. That’s the problem, but it’s also the answer. There is only one way to grow your business in a stable market. That is by taking business away from the competition. Our service provides the most efficient and effective tools to accomplish that. With our tools, growth of sales revenue and profits is a no-brainer, and there is nothing your competition can do to stop you.

You wouldn’t be offended if I said that you know things about business that I don’t know, would you? So maybe, because I’ve made a study of this plan, I might know some things about growth that you’ve not been exposed to yet. Why not take a chance and see if we know how to walk the walk in addition to talking the talk. We offer our service risk-free. Ask about that too.

Kent Ekstrom


Growth, like beauty, is in the eye of the beholder. Some of the manufacturers and distributors I talk with want to sell more equipment. Some have a new product they want to introduce or a division they want to expand, while others want to grow market share. We can show you how we can do that for you.

Unlike you, we don’t sell equipment and aftermarket products and services. Simply put, we sell hours. Over the past five years, from March 1, 2017, through February 28, 2022, we used our growth strategies to increase our billable hours by 264%.

We achieved that by doing two things. Instead of offering our services to everyone, we focused on manufacturers with lots of distributors and distributors with lots of salespeople. By focusing on the most valuable end-users, we substantially grew the dollar value of our average closed deal. In addition, we annually increased the number of fully qualified leads for our sales staff by 20%.
It’s unlikely that we can help you grow 264% in five years. We were able to do it because we had 100% control over every aspect of the marketing and sales process, and I doubt you would give us that level of control. But this is what we can do. We can get you in front of the biggest end-users in your sales territory, and we can continuously increase the number of fully qualified sales leads available to your sales personnel.

Our growth strategies are so successful that we offer them Risk-Free. That means, if you’re serious about growing your business, we’ll demonstrate how we can take customers away from your competition and get them to buy from you. And no money will change hands unless you are satisfied with the results and want to retain our service. What you need to decide is if the opportunity to take substantial amounts of business away from your competition and retain it is worth a 30-minute conversation to explain how we can help you achieve your growth objectives.

If so, click here to schedule a conversation or email us at


Salespeople and BDRs are polar opposites. Salespeople excel at needs analysis and the steps required to close deals. While it’s an oversimplification, success for salespeople, the finale, can be summed up as, “I closed the Thompson deal!”

There is never a finale for BDRs. Their work is never finished. BDRs know:

  • Some percentage of end-users are going to add or replace equipment this year, but many won’t.

  • They also realize that the end-users who are not going to add or replace equipment are, out of necessity, going to have to maintain the equipment they already have.

BDRs understand that either way, that’s a win/win for their clients. And it’s not a question of will the end-users buy more equipment; it’s a question of when. And when that time comes, it’s an easy matter to set sales-ready appointments for their client’s salespeople.

Salespeople and BDRs enjoy a symbiotic relationship. BDRs are finders; salespeople are closers. It’s an ideal business relationship.

Today, most of us are familiar with a new business trend offering various business services on an as-needed basis. For instance, software is available as a service (“SaaS”), as are chief marketing, financial, and HR officers. If you’d like, I can provide hyperlinks to each of these service examples. This exciting business trend also includes BDRs, and it eliminates the cost of recruiting, hiring, training, and the associated legacy costs of employee and retirement benefits.

Christy Mitchell

Business Development Representative