IMJustice Marketing Case Studies

I hope these are a little bit interesting to you … I never give out names because
I am against that for several reasons … AND, I completely understand that many
fake these, or just make them up … It is the world we live in! … But that’s not me …

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my #1 Case Study

Step by Step Elevator Pitch Example

Many Business Owners wonder whether creating a truly compelling Elevator Pitch is really worth
the time and effort it takes. The answer is yes, and this example shows why.

Consider Dave and Yvette in Texas. They are in the Travel industry and offer a business opportunity
where couples can join their organization, set up an in-home Travel Agency, book trips and vacations
for families, and build an income from home while also enjoying travel discounts themselves.

At first, their Elevator Pitch sounded like this:
“We help people diversify their income portfolios while taking trips”.

The problem was obvious. It was not compelling. It was not emotional. And it did not create curiosity.
In fact, the phrase “diversify their income portfolios” was so flat and technical that it caused people
to mentally check out instead of lean in.

After refining their message, they came up with this:
“We help people make a fortune while taking dream vacations”.

That changed everything. This new Elevator Pitch was short, emotionally engaging, easy to
understand, and instantly more persuasive. Instead of confusing people, it made them want to
know more. And that is exactly what a strong Elevator Pitch should do. It should lead naturally
to the response:

“How do you do that?”

They began using it at networking events and in conversations, and the difference was dramatic.
Prospects responded. Interest increased. And the business took on new momentum.

The month they began using the stronger Elevator Pitch, their results changed in a major way.
They went from a 5-figure annual income to a 5-figure monthly income. That is the power of
taking the time to create a message that is clear, compelling, and emotionally effective.

A strong Elevator Pitch is not just a nice phrase to have. It can become one of the most valuable
messages in your entire business. When it is done right, it strengthens conversations, improves
Marketing, and gives your business a far better chance of being remembered and responded to.

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#2 Case Study

The Donut Shop

Innovation is often the difference between blending in and becoming unforgettable. In this case
study, I show how a local Donut Shop can use creative, low-cost Strategic Marketing to stand out
against a much larger competitor and begin positioning itself as a dominant force in its market.

In this example, the Donut Shop was competing with a nearby Krispy Kreme. The challenge was
obvious. Krispy Kreme had the bigger brand, the stronger emotional pull, and the kind of recognition
that instantly made people think of them first. They did not just sell donuts. They made donuts feel
like an experience.

That is where Strategy had to come in …
The Marketing Wars …

One of the biggest weaknesses of many local businesses is that they let customers walk in,
make a small purchase, and disappear forever. There is no effort to capture contact information,
no follow-up, and no system for bringing those customers back. That turns the business into a
perpetual one-shot seller.

So the first priority in this plan was to change that. The Donut Shop needed to start collecting
names, email addresses, and mobile numbers so it could begin building a real customer list.
That list would then become the foundation for more proactive Marketing, stronger follow-up,
and a smarter way to increase repeat business.

The Problem And The Strategic Response

The real problem was not just that Krispy Kreme was bigger. It was that Krispy Kreme had made
donuts emotionally relevant. People did not just go out for donuts anymore. They specifically
went for Krispy Kreme. That is the kind of position most local competitors never overcome unless
they begin thinking more strategically.

My approach was to help the Donut Shop stop acting like a smaller version of the bigger competitor
and start creating its own advantage. The plan included Press Releases, local media exposure,
Social Posts, Blog Content, Video, and Email Marketing built around the growing contact list.
The goal was not to outspend the larger brand. It was to out-position them locally, create more
relevance, and give people a stronger reason to remember, revisit, and talk about the business.

It was a detailed plan, a bold plan, and a very intentional one. But once the target was clear and
the strategy was in place, the business stopped reacting and started gaining ground.

That is the power of Strategic Marketing. Even when a business is up against a much larger
competitor, the right combination of innovation, positioning, and follow-up can begin changing
the trajectory of the fight.

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#3 Case Study

Step by Step Chiropractor Plan

How a Little-Known Chiropractor Turned His Business
Into A Lead Generating Money Machine

I worked with a Chiropractor in Milwaukee who wanted to grow his practice and asked for help
with his Marketing. His goal was simple: double the business.

Like many Chiropractors, he was trying to be everything to everyone. His practice addressed
back pain, neck pain, headaches, asthma, fibromyalgia, sciatica, and more. The problem was
that his Marketing had no clear strategic focus, no real differentiation, and no reason for one
type of patient to feel especially drawn to him.

At the time, he was spending about $2,000 per month on flyers inserted into a local newspaper.
Those flyers reached roughly 32,000 people each month, yet they were producing only one
new patient per month.

When I asked why he was using newspaper flyers, his answer was the same one I hear from
many Business Owners: “That’s what my competition is using” … That answer revealed the
real issue … He was following tactics, not Strategy …

So I asked him a different question: was there one condition he felt especially passionate about
helping? He said yes – fibromyalgia. It was a condition he cared deeply about because of how
painful and frustrating it is for sufferers, and because he had seen how much relief could be
created through a more specialized Chiropractic and dietary approach.

That became the turning point. Instead of continuing to market himself as a general solution for
everything, I recommended that he build his message around a niche. He could still treat many
conditions, but his Marketing needed a clear focus. So we centered the practice around helping
fibromyalgia sufferers.

That Strategic shift changed everything. Once the message became more focused, more
emotionally relevant, and more differentiated, the Marketing began working far better.
The practice stood out more clearly, attracted stronger interest, and created a much more
compelling reason for the right patients to respond.

The result was dramatic … His business did not just double … It nearly tripled …
This case study is a strong example of what can happen when a business stops copying
what competitors are doing and starts building from a more strategic position. Sometimes
the biggest growth breakthrough comes not from doing more Marketing, but from finally
saying the right thing to the right audience.

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#4 Case Study

The Wrong Sales Process

#5 Case Study

Doing Whatever It Takes

The Situation

I was referred to a Division Vice President at a large communications company. The division had
missed quota for 8 straight quarters and was under serious pressure to reverse the trend.

Analysis

I took a close look at the sales organization, including the Salespeople, Sales Management,
Sales Process, pipeline, and the major deals expected to close. It became clear that the Sales
Manager was overloaded and unable to give the team the leadership and direction they needed
to improve results.

The Sales Manager was respected, highly knowledgeable, and a strong asset to the organization.
But there was a difference between being a strong Specialist and being the strong Sales Leader
the team needed at that moment.

Changes Made

I recommended moving the Sales Manager into a major account role, where those skills and
expertise could create more value. The Sales Team then received training in a stronger consultative
selling process, and we worked through the top deals for the quarter with regular weekly Coaching
and strategy calls.

The Conclusion

Within 90 days, the team exceeded quota by 70 percent and was on pace to exceed quota again
over the next 2 quarters. A new Sales VP was hired, the former Sales Manager was fully onboard
in the new role, and the division began producing at a much higher level.

This case study highlights an important truth in business: there is a major difference between intention
and commitment. Many leaders say they will do whatever it takes, but far fewer are willing to make the
changes required to actually produce a better outcome. In this case, the willingness to make the right
strategic adjustments changed everything.

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#6 Case Study

Mindset

The Situation

The CEO of a gas production company wanted to grow sales, increase the value of the business,
and eventually sell the company at a stronger valuation.

Analysis

After reviewing the sales effort, I noticed the team was not calling on all of the key influencers and
decision-makers involved in a deal. I also saw that they were not asking enough of the right questions,
which meant opportunities were coming in smaller than they should have been and were often harder
to close than necessary.

Part of the issue was that the people responsible for sales were really operations employees who
had been given sales responsibility. They were knowledgeable, but they did not know how to speak
comfortably or effectively with executives.

Changes Made

I worked with the team to identify all of the stakeholders involved in each deal and clarify what info
needed to be uncovered in those conversations. We then implemented weekly Coaching calls to
strengthen their skills, improve their confidence, and help them develop more of the right sales mindset.

The Conclusion

The results were significant. The team not only began closing more deals, but they also began closing
larger ones. Within 7 months, the company had grown enough to double in size and position itself to be
sold for a healthy multiple.

The Common Problem

If you change the way a person thinks, you change the way that person performs. In this case, the
biggest issue was the team’s discomfort in speaking with Executives. But mindset problems show up
in many ways. I see it when people fail to ask strong business questions, fail to communicate value,
become too focused on price, need to be liked, or rely too heavily on scripts instead of thinking
strategically in the moment.

That is why mindset matters so much. It quietly shapes the size of opportunities,
the quality of conversations, and the level of results a business is able to produce.

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#7 Case Study

Market Going Flat

The Situation

The CEO of a small telephone-systems company wanted a stronger way to stand out in a crowded
market. The challenge was that the market itself had gone flat, making growth harder and competition
tighter.

Analysis

I reviewed the company’s strengths, its ideal client profile, and the ability of the sales team to position
and sell effectively. What became clear was that the company already had a meaningful advantage
over competitors, along with a decent understanding of who its best-fit customers were. The bigger
question was whether the sales team could communicate that advantage well enough to produce
stronger results. While their skills needed improvement, they were coachable and had the right attitude.

Changes Made

I developed a stronger strategic approach to help sales start moving again. That included an
educational presentation built around real business issues and the frustrations of the target customer.
It gave the sales team a more effective way to lead the conversation, create relevance, and separate
the company from competitors.

After a few weeks, results began improving, but there was still room to strengthen the offer. I then
added a compelling no-risk guarantee and introduced a few additional selling skills that helped the
team gain even more traction.

The Conclusion

In the first 6 months, sales increased by 50%, with 43 additional systems sold. The guarantee only
resulted in one refund, and even that unit was later resold on the used market for a small profit after
labor costs.

This case study shows how often Businesses fail to recognize their real strengths or leverage them
strategically enough to create a meaningful selling advantage. Even in a flat market, a stronger
Marketing message, better positioning, and the right Coaching can produce significant gains …

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I have these 7 others, but didn’t want to
make the page a mile long … So, I’m
giving you the short and quick on them … 🙂

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A Product Launch A.I. Generated Funnel

One of my A.L. funnel-creating software’s made this company a whopping $325,000 in revenue
for their new product launch … Amazing!

They created a very good and powerful product for their industry that promised to transform the
way a business would handle their inventory. They were planning to launch this revolutionary
product but was not sure how to do this without failing …

(I recommended the use of a product launch sales funnel instead of
creating a traditional product website, like most are accustomed to. )

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Critical Sales Performance Indicators

This particular client only hired me for a 2-month period … But, I thought it was worthy of discussing
because of the content and relevance to performance … The Situation:

A Technology Training Company was getting ready to do an IPO in a fairly warm market. Growth and
market positions were right where they wanted to be. The IPO got delayed, however, and the company’s
revenues started to slip. Then, they were referred to me.

(Unfortunately, the CEO had a sales VP who chose to ignore the advice, and the CEO failed to hold
the sales VP accountable. If he had, the CEO would have spotted the problem months in advance!
Unfortunately, the IPO was delayed, the company’s revenues dropped significantly, which now made
an IPO impossible. Not surprisingly, the IPO never happened. Instead, the company went bankrupt
and was dissolved a short time later. I offered to help!)

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Little Guy vs. Big Guy

A small software company was selling to a large international prospect that was covered by a team
of 40 IBM sales reps. The small company’s CEO knew that they had better products and could turn
this into a lucrative account if they could get to the right people and make an initial sale. And yet
they asked me!

(The first thing I did was a little homework to determine where IBM’s weaknesses were and how the
company’s strengths compared. Next, I identified the people and positions at the prospect where I
thought they could have the most impact. We devised a plan of action to reach out to them and
request a meeting or a video chat …) … Great Results!

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Promoting Top Rep to Sales Manager

A software company was experiencing eroding market share, tougher competition, and a slipping value
proposition. The company had invested heavily in different kinds of sales training, including sales tactics,
major account planning, and how to talk with “C”-level executives. However, 75% of the salespeople were
missing their quotas and sales were flat. The Sales VP was looking for a way to boost their numbers.

(I suggested a custom sales training program to teach the science of sales. The philosophy behind
this is that sales are like a factory with consistent predictable results when run properly. We installed
a program to get the sales team to step up or be weeded out.)

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Best Practices

A technology company with worldwide offices was seeing the size of its average deal slip. Also, its
enterprise-wide licenses worth $1,000,000 or more had all gone away. Company morale was dropping
and senior reps were starting to leave. The Sales VP knew the situation had to change or the company
would need to downsize.

(I created a little Mastermind Group, that put together a 3-day training workshop, which was to be
delivered throughout North America. The focus was on how to talk with an executive and how to
determine the value proposition and pricing effectiveness. The workshop was rolled out in two phases,
with sales managers going through the training first and the sales reps next.)

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Not Selling the Whole Solution

A medical-equipment company with a good product was thriving. The company was #1 in the market, but its
service revenues were down because its reps were selling only the equipment and initial training. Their service
revenues were the most profitable aspect of the business and they couldn’t afford to let the trend continue.
The problem was compounded by a 3rd-party service company making a play for their customer base.

(What the company really needed to do was make a change in sales culture and replace under-performing
sales reps. There were too many of them, however, and time was short. So, what we agreed on was to put
in a team of what I called “quality control managers”. Their job was to follow up on equipment orders within
two days of the order by contacting the client directly. They asked the typical quality-control questions, but
also asked the clients why they had not purchased the service package. In addition, they educated the
clients on why the service package was so critical and gave them an incentive to purchase it as an add-on.
(Up-Selling, Cross-Selling, Down-Selling) … I discuss this until I am blue in the face.)

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More Funding for a Portfolio Company

A Venture Capital firm had a portfolio company requesting another round of funding. The company’s
results to-date had fallen short of expectations. They were wondering if they should put more money
into the business and what would need to happen in order to achieve the expected ROI.

(I provided them with a standard report so that everyone knew where the business stood. Also, I suggested
that the Board leverage their contacts, when appropriate, to expand the business and help close larger deals.
I recommended against changing any of their sales force for 6 months because the salespeople were doing
all the right things. They changed their sales practice to tighten each step of the process and used presentations
to move the sales forward instead of just educate the client. I taught them how to “ask for the order”.)

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