Y2Marketing expand nationally training businesses and consultants. Recruited 1,250+ consultants.

In early 2004, things started to change for Y2Marketing. The two founders formed split-ideologies on how they should continue to operate the company. In August, Y2Marketing's President, and our current CEO, Michael Clifton, resigned their positions.

While working with Y2Marketing, we realized emotional triggers that drove people to act were different depending on the broader industries (manufacturing, opportunity (entrepreneur), retail, service, wholesale). This forced us to take a closer look at all the industries and consider that other aspects could have close similarities too, and indeed they did. In August 2007, we launched our Code of Ethics and Competency Consumer Protection marketing model for the Service Industry. Service based companies began to see dramatic shifts in their lead-flow and drops in their cost-per-lead and cost-per-sale.

In June 2011, we launched our ‘Custom Home Builder—Retail Model’ with twenty-four test companies. In this case the results were very surprising! Each Custom Home Builder increased their revenue by a minimum whopping sixty-eight percent. Even though the home construction market has taken some heavy hits, these twenty-four remain top contenders.

It’s kind of difficult to find Retail Fast Food locations that do business in an interesting or unique way. In most cases, we had to plant the seed and show them that dramatic innovation was necessary. However, for the seven whose light-bulb shined the brightest, they each were validated by receiving colossal results. In May 2015, we launched our ‘Fast & Short Order Food—Hybrid Retail/Professional Model’ to include a test-group of various locations throughout California. We interviewed one-hundred and twenty-five locations, out of which seven were selected. Our test group got everything ready to go by the time we showed up for our group workshop. The only thing they were lacking was the initial SMS digital advertisement they would send out to catapult their new marketing program. That day they sent the ad out to everyone in their mobile database (average 26,100 local consumers per location). The next morning when they came in to their restaurant's, they had already taken orders worth an average of $10,022 per location, and that was before 10:00 a.m. Within a week, that one SMS blast generated an average of $90,201 for each location in sales. Here’s the best part: The product we promoted in the SMS blast had a fifty-five percent profit margin, and the restaurant's didn't have to cook or deliver it. We had it baked and delivered from a local wholesale bakery. That was a gross profit of $49,610 in a single week, per location! They were all extremely excited about the results. The bakery was excited too.

According to our three test clients, our explanation of the Confidence Gap and the “Days of Simple Selling” described the manufacturing industry’s situation perfectly. It was crystal clear—they needed to shift from being sales-oriented to being marketing-driven to win back their marketshare. In most cases, their clients don’t have time to talk to them, they don’t want to see their sales people, they don’t need to be baby-sat. They just want the information and the ability to make their own decisions. After implementing our system with them, within seven short months they had to shut down the marketing program because they didn’t have the capacity to handle the business. They went from an average of about $800,000 in sales per month, to over $2.7 million in sales per month in just under eighteen months.