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Sweet marketing music

Tanner Montague came to town from Seattle having never owned his own music venue before. He’s a musician himself, so he has a pretty good sense of good music, but he also wandered into a crowded music scene filled with concert venues large and small.But the owner of Green Room thinks he found a void in the market. It’s lacking, he says, in places serving between 200 and 500 people, a sweet spot he thinks could be a draw for both some national acts not quite big enough yet for arena gigs and local acts looking for a launching pad.“I felt that size would do well in the city to offer more options,” he says. “My goal was to A, bring another option for national acts but then, B, have a great spot for local bands to start.”Right or wrong, something seems to be working, he says. He’s got a full calendar of concerts booked out several months. How did he, as a newcomer to the market in an industry filled with competition, get the attention of the local concertgoer?

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by Andrew Tellijohn
February 2006

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'Sales angel' a must


Healthcare Academy’s bosslearns to watch revenueclosely, thanks to ‘angel’

At first, Judy Hoff wanted nothing to do with Frank Cesario.

Her company, Healthcare Academy in Henderson, had received assistance from the Southern Minnesota Initiative Fund, and part of the requirement to participate was a business assessment.“

Oh lordy, I was terribly busy,” recalls Hoff, CEO. The consultant “wanted half a day. I thought, ‘I need help, not an assessment.’ ”

But Cesario, the consultant who showed up, turned out to be her lifeline. He is vice president-acquisitions for Mankato-based Coughlan Cos.

“He was just delightful,” Hoff says. “Frank became my biggest gift. He helped me develop a successful sales process. He taught me every emerging company needs a sales angel.”

That means someone sitting on your shoulder, watching every detail of the sales process to make sure your company generates enough revenue.

Calling Cesario “very analytical, and very personable,” Hoff says he scrutinized the company’s numbers, starting with the overall revenue goal.

Then he coached her to prepare a sales funnel: First, prospects. Second, qualified prospects. Third, proposals. Fourth, contracts.

“He said, ‘These are how many you need at each step of the process to convert to sales,” Hoff says. He also helped her develop tools to measure the steps, to minimize surprises. Now the company has weekly sales meetings, and looks hard at the numbers each month.

Her business, which focuses on training health-care workers, has two “sides”: one that develops an online general curriculum, and another that develops customized training materials. In the former, the ratio is 25:1 contacts to customer; in the latter, it’s 10:1. Hoff rattles off those ratios so quickly that Cesario would be proud.

“Frank taught me you need a sales angel to sit on your shoulder to watch what you’re doing. Pick someone who is knowledgable,” Hoff says.

Frank Cesario, Coughlan Cos; 507.625.2746;  f.cesario@coughlancompanies.com; www.coughlancompanies.comJudy Hoff, Healthcare Academy: 952.292.2994; jhoff@healthcareacademy.com; www.healthcareacademy.com