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It has been several years since we last reported on the growing use and popularity of content marketing as a core strategy among B2B marketers. Back in 2012, the creation and use of compelling, relevant content was still in an experimental and learning stage for most B2B marketers.  At the same time it was starting to gain significant momentum and claiming a growing percentage of marketing budgets.

 

Fast forward to 2015 . . . according to the Content Marketing Institute's and Marketing Profs' fifth annual 2015 Benchmarks, Budgets and Trends survey, content marketing has grown from "just a creation and distribution of content tactic into a formal discipline," and the latest data reflects continued momentum.  

 

Key findings include:

 

  • 87% of B2B marketers are using a variety of content marketing tactics. ​47% indicate that they have a dedicated content marketing group and another 15% plan to create one. 
  • 70% are creating more content than they did a year ago, with 42% publishing content daily or multiple times per week. 

​ 

Source:  Content Marketing Institute and Marketing Profs.  2015 B2B Content

Marketing Benchmarks, Budgets and Trends Survey.

  • The average number of content marketing initiatives used to achieve marketing goals has increased to 13, up from 8 in 2012, with Infographics showing the biggest jump in usage year over year from 51% to 62%.  
  • 30% of the overall marketing budget, on average, is allocated to custom or branded content and 84% plan to increase their content marketing spending during the next 12 months, up from 60% in last year's survey.

Respondents use content marketing for a variety of purposes, but brand awareness, lead generation and customer engagement are the top three.  Social media content, and especially content delivered through LinkedIn, is the top content marketing tactic used by B2B marketers, followed by e-newsletters, articles on websites, blogs and various others such as case studies, white papers, videos, etc.

 

In spite of the growing momentum, challenges remain.  B2B marketers continue to struggle with creating enough engaging, high quality content and doing so consistently.  Plus they have difficulty finding enough trained content marketing professionals and struggle to measure the effectiveness and ROI of their content marketing efforts.

 

Finally, it is noteworthy that the survey findings show that those B2B marketers who have a documented content management strategy and follow this strategy closely are more effective with content marketing across the board.   For additional details and insights on these and other survey topics, a copy of the 2015 study is available via the Content Marketing Institute website.

 

As always, we welcome your comments and questions and the opportunity to dialogue with our readers. 

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In spite of early skepticism about the business value of online communities their popularity and adoption has been growing significantly in recent years.  Social networks such as LinkedIn, Facebook and Pinterest have been leading the way as digital technologies continue to transform our lives and businesses.  Today, digital business is an imperative and organizations without a digital transformation strategy in place are at a significant competitive disadvantage compared to their digitally savvy counterparts.

 

One of the key manifestations of the new digital reality is the way organizations engage, communicate with, and extend relationships with their customers, suppliers, partners and employees.   Increasingly organizations are moving away from one-way, portal-centric interactions and conversations to more socially engaging alternatives that facilitate brand advocacy and peer-to-peer collaboration to achieve business outcomes.

 

 

Research from a variety of industry watchers such as Gartner Group and IDC shows that customers trust the opinions of other customers more than company sources or even industry opinion-leaders. Harnessing this power of people, with common interests connecting and engaging through customer and/or product reviews, word-of-mouth referrals and problem solving, can be a powerful force for companies.

 

Although early use cases and the return of investment for online communities centered primarily around customer service, the proliferation of digital technologies has led to the emergence of other viable use cases with robust value propositions, and most notably a customer engagement use case.  

 

Recent data from Perficient, a Salesforce.com cloud alliance partner, shows that clients who have implemented online communities are achieving a 48% increase in employee engagement, a 45%  increase in customer satisfaction, and a 43% increase in partner sales.  As a result of 48% faster case resolution, Perficient clients also continue to see substantial benefits from their customer service and support use case.

 

While companies should have a presence on the open social networks such as LinkedIn and Facebook, owned online communities provide more control and flexibility for engaging with customers, partners, employees and other target audiences aligned with organizational and brand strategy and objectives.  These branded, and typically closed or private communities, put the power of social communication and collaboration under your control, helping you compete more effectively in today's competitive marketplace.

 

If you are  ready to embrace online communities as the next big engagement opportunity for your business, or interested in learning more about the value and benefits of online communities, we would welcome the opportunity to learn more about your specific needs and share our thoughts as to next steps in your digital customer engagement journey. 

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Digital business is a hot topic and nearly every week several new reports or white papers on this subject become available from various sources.  It can be challenging to sift through this information overload to discern what's real, relevant and actionable to help guide our business decision-making.   

 

One of the more authoritative sources of information about this topic is the annual Digital Trends report, a collaboration between Adobe and Econsultancy.  This fourth annual Digital Trends 2015 Report focuses on practices and trends that are, as the authors state, "attainable in the here and now."  Based on a record number of about 6,300 B2B and B2C business professionals around the globe, the report not only provides a prospective view of what's ahead for 2015, but also compares last year's expectations against the realities of what actually occurred during 2014.

 

One of the most important highlights of the report is the growing emphasis placed on the Customer Experience as a key business priority for many organizations.  Although the authors acknowledge that areas such as data-driven business, personalization, mobile, social and cross-channel marketing are considered as critical for business success, it is the focus on the Customer Experience (CX) that stands out as increasingly crucial for not only competitive differentiation but also for "survival in an unforgiving business world."

                    Source:  Econsultancy/Adobe Digital Intelligence Briefing - n=2,543

 

As shown in the previous table the customer experience ranks first as a key differentiator among client-side organizations with a growing margin (22% versus 20%) over other opportunities.  The authors point out that realization of an optimal customer experience in a consistent manner across multiple channels remains a challenge for many companies and emphasize the importance of not only "bringing together data sets, technological infrastructures and operations," but also the need for a customer focused culture.

 

Other key highlights if the report include the growing importance of targeting and personalization as well as content marketing and content optimization as emerging initiatives. At the same time, mobile and social, in spite of falling back some in the rankings, continue to be key digital business priority areas.

 

For more in-depth information about the Customer Experience and other key digital business imperatives from the Digital Trends 2015 report, Click Here for a free copy. 

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A significant evolution involving the business of big data and analytics is under way and was on full display during Teradata’s 2014 Partners Conference and Expo in Nashville.  Teradata, NCR Corp’s former data warehousing division, is the world’s leader in enterprise data warehousing and analytics.  Many of the Global 50 enterprises rely on Teradata to consolidate their data and provide insights that enable faster and better decision-making.

Perhaps the biggest takeaway from the conference is the message that big data and analytics are not just for “techies” anymore.  Perhaps most telling was Teradata Labs President Scott Gnau tweeting several days after the conference that “this is the first time in Partners’ history that most attendees are from business and marketing, not IT - pretty cool.”  

In fact, many of the sessions and presentations focused on insights from practical case studies related to customer engagement as well as digital marketing and campaign management.  Increasingly, vendors and end-users recognize the growing need for analysts with multi-disciplinary backgrounds who can provide contextual business and industry understanding  and can act on, and/or deliver, wisdom that enables agile and higher velocity decision-making, while creating competitive advantage.  

Business intelligence and analytics vendors, many of whom exhibited at the conference, are responding with “out-of-the-box” analytics applications that are easier to use and don’t require programming skills, thus putting powerful self-service analytics and data visualization capabilities in the hands of non-IT business analysts.  During his presentation, Microstrategy’s Michael Hiskey pointed out that he has observed an increasing level of sophistication among business analysts with analytics skills, capabilities that would have required the skills of statisticians 6 to 7 years ago.  There is obviously significant value creation potential for businesses going forward.

 

A recent industry survey clearly confirms the growing importance of big data and analytics.   According to NewVantage Partners’ 2014 Big Data Executive Survey, 67% of senior Fortune 1000 business executive report having big data initiatives running in their companies, up from 32% last year. 

Moreover, 82% say that it is “important or mission critical,” and 23% say that its value is “revolutionary,” demonstrating that Big Data has gone mainstream and is delivering significant business benefits, including sustainable competitive advantage for those firms who master obtaining greater insights and learning from multiple sources of data, including structured and unstructured data.  It is also telling that only 4% see technology selection as important to successful big data adoption, reinforcing that big data value is less about the technology per se, and more about the insights, wisdom and business value delivered.

 

For additional key takeaways from the Teradata Partners conference, and/or a free copy of an executive summary of the New Vantage Partners' 2014 Big Data Executive Survey, email us at infohealth.intelliqresearch.com.  We welcome the dialog.

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For many organizations, there has been considerable skepticism about the business value of social media.  In many cases, business leaders have associated social media with employees wasting time on Facebook and Twitter. This sentiment has been reinforced by various industry watchers such as Gartner Group who prognosticated as recently as November of 2012 that through 2015 most social business initiatives would fail to meet business objectives.

 

However, the latest annual survey from MIT’s Sloan Management Review and Deloitte suggests that "times may be a changing," and that the negative views about the value of social business may have been premature.  The study found that over 60% of managers surveyed report that their social business initiatives were at least somewhat successful and positively impacted business outcomes.


This is especially true for firms that have reached a certain level of social business maturity and have the ability and capacity to derive positive benefits from social business.  In fact, the higher a company is rated on the social business maturity scale the more likely they are to report positive business outcomes.  It is interesting to note that social business maturity involves more than simply implementing and using social media tools. Study participants with higher social business maturity levels have typically adjusted and evolved their business processes to take advantage of the power of social media tools to positively impact business outcomes.  


           Source:  MIT Sloan Management Review, Spring 2014.   


Moreover, as social business maturity rises, the use and benefits of social business tend to evolve from externally focused applications, such as marketing and customer service and support, to more internally focused applications such as innovation and product development. At the same time, the tools used to measure and assess social business results and ROI become increasingly sophisticated.


For more information and/or strategies and initiatives you can use to raise your organization's social business maturity level and capture its value, contact us at infohealth.intelliqresearch.com.

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One of the questions we hear from customers and prospects most often is. . .

"How do I convince my stakeholders that an online community will solve core business problems and deliver measurable value?”

 

To learn more about the latest best practices for measuring, maximizing, and communicating the value of online communities, be sure to join us for an expert panel discussion, co-sponsored by IntelliQ Research and Strategy and Get Satisfaction:

How to Sell The Vision and Value of Community

Wednesday, October 30, 2013 from 1:00 p.m. - 2 p.m. EST

Participants: Ms. Vanessa DiMauro, founder and CEO of Leader Networks, Dr. Robert Miller, Ph.D., President and CEO of IntelliQ Research & Strategy and Ms. Lisa Sacquitne, Manager of Non-Integrated Services at SPS Commerce.

Whether you’re building a business case or simply trying to gain internal alignment, determining and selling the value of online community is a critical part of the implementation process.

Register HERE Today to join us for this interactive webinar on October 30, 2013 about calculating and communicating the value of community. And, don't just listen — but ensure that the panelists address your questions and concerns by asking them ahead of time in the Get Satisfaction community!

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Throughout the last year we’ve talked to many B2B professionals about engaging with customers through online customer communities.  While we are typically met with enthusiasm for what is an innovative, contemporary approach to customer relationship-building, we also hear about many misconceptions about online communities – what they are, how they are used, and who should (or should not) participate.  Here is our list of the top three myths about online communities for B2B applications:

 

Myth #1:  Online communities are synonymous with social networking sites. 

 

Reality:  Actually, online communities are not another social networking channel.  Social networks like Facebook and Twitter are great for people to connect, share stories and photos, and make funny commentaries.  LinkedIn, a professional networking site, is often used as a platform for community-building, but as Leader Networks CEO Vanessa DiMauro describes, communities on LinkedIn are often ineffective and “overrun with inappropriate and sales-driven content.” 

 

While these social networking platforms are hugely popular spaces for connecting people of similar interests and sharing information, they do not allow companies to own and manage the overall customer experience.  In contrast, online communities are often referred to as “owner” communities, as they enable companies to control the branding, manage and organize the content and discussions, and own and mine the resulting voluminous customer feedback data.  

 

Unlike social networking sites, online communities are owned, controlled, and branded by you.

 

 

Myth #2:  Online communities are just forums for people to complain

 

Reality:  Online communities are far more than complaint departments.  Customers love to share their opinions; sometimes it’s useful feedback, and sometimes it's not.  Perception is reality, though, so if a customer has an opinion – good or bad— you should want to know about it.  In an online community, all of the activity is treated as customer feedback that can be used by your company to make meaningful improvements that are most important to your customers and will yield the best return.  Encouraging customer feedback is one way of making customers feel valued by your company and can lead to improved relationships and increased loyalty.

 

Experienced community managers attend to any complaints that arise in an online community, and often these responses to complaints, when handled with care and genuine courtesy, can result in positive attitude changes and build trust among your customers.

 

 

Myth #3:  Competitors will have access to trade secrets and other proprietary information available in an online community.

 

Reality:  We often hear this concern, but B2B online communities are typically “closed” or “private” communities that securely operate behind your company’s firewall.  (This is another way in which they are vastly different from open social networking sites, as described above.)  As the owner of a private B2B community:

 

  • You hand-select which customers, prospects, or other industry leaders can participate in your online community.  You send a private invitation and require a secure password for entry into your community. 
  • You determine the most appropriate use cases for the community, based on your overall business strategy.  Is the community’s main purpose for industry-specific information sharing?  Building a knowledge base?  Customer support call deflection?  Customer and prospect insights and new product innovation?  Market insights and research?  Sales and lead generation?
  • Based on the use cases identified by you and your team, you develop the initial content that encourages active participation from the members of your community.  The content needs be engaging, insightful, and valuable to your customers, and needs to be well-aligned with the goals of your community.

Customers who actively participate in private B2B online communities do so to learn, share, connect, and contribute, not to steal your trade secret information, which isn’t available to them anyway.  You build their trust by providing valuable, useful content.  

 

Increasingly,  B2B companies are recognizing  the value of “social business.”   Online customer communities are effective in meeting complex business needs for faster, more cost-effective, and better solutions, but there are many misconceptions about how they can be leveraged in B2B.  We’ve identified the three most common misconceptions.  Stay tuned for more to come.   

 

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CINCINNATI, OHIO and SAN FRANCISCO, September 23, 2013 — IntelliQ Research and Strategy, Inc., a full service global provider of market intelligence, research and analytics announced today that it has formed a strategic alliance and partnership with San Francisco-based online community solution provider, Get Satisfaction.

As part of this mutually beneficial agreement, Get Satisfaction will be able to leverage IntelliQ’s well-established position in the healthcare and B2B sectors, including its impressive roster of industry-leading global accounts, to expand its reach and position into these sectors, while IntelliQ will be able to provide market research and enhanced analytics services to Get Satisfaction’s growing base of online community clients.

Robert Miller, CEO of IntelliQ Research and Strategy said, “We are extremely pleased with this new relationship and we are excited to be able to bring Get Satisfaction’s robust and forward thinking online communities solution to our clients and the markets we serve. Online communities are clearly emerging as an essential method and platform for gaining continuous customer and market insights. Adds Miller, “Providing innovative tools that enable our clients to gain insights into their customers and markets more quickly and economically is a critical element of our business strategy, and Get Satisfaction’s industry leading solution is an essential capability we are proud to bring to our clients.”

Wendy Lea, CEO of Get Satisfaction, states “Our partnership with IntelliQ gives us direct access to leading companies we are looking to work with to help realize the opportunities engaged communities can bring to their businesses. We are seeing increased demand for clients in the healthcare and B2B sectors and know that the effect of community on their customer experience and success will be profound.”

About IntelliQ Research and Strategy

IntelliQ Research and Strategy is a leading market intelligence and research consulting firm focused on providing strategic insights to industry leading clients in the healthcare and B2B sectors. With offices in Cincinnati, Ohio and State College, Pennsylvania, IntelliQ brings value to its clients through sophisticated data processing, marketing sciences and analytics capabilities as well as deep industry knowledge and expertise in healthcare and a variety of B2B sectors.

About Get Satisfaction

Get Satisfaction helps customer-centric organizations engage millions of consumers in meaningful conversations about their products and services, every day. The Get Satisfaction community platform transforms these conversations into powerful user-generated marketing content and insights, enabling businesses to create differentiated customer experiences, acquire more customers and bring new innovations to market. Headquartered in San Francisco, Calif., Get Satisfaction's customers include Citrix, HootSuite, Intuit and Kellogg’s.

Start a conversation with your customers today: www.getsatisfaction.com.

Media Contacts:

Bert Kollaard
Chief Marketing and Strategy Officer
IntelliQ Research and Strategy, Inc.
bkollaard@intelliqresearch.com
513-605-3633

 

Bateman Group for Get Satisfaction
getsatisfaction@bateman-group.com
415- 503-1818
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Most B2B companies use the Voice of the Customer as input into key processes, such as strategy development, quality improvement and new product development. The problem is how to integrate the various sources of customer input into a coherent action plan. 

The voice of the customer is heard from multiple channels, including: 

  • Customer service reps
  • Technical support personnel
  • Sales personnel
  • Customer surveys
  • Blue Ribbon and other customer panels
  • Social media, including LinkedIn, Facebook, Twitter and online communities

At IntelliQ Research our solution is to integrate all sources of customer input into a Strategic Improvement Map (SIM) that has four quadrants. This SIM is useful for identifying those issues on which customers are dissatisfied but which are very important to customers.

These Primary Improvement issues need to be distinguished from those issues that are equally as important to customers, but on which the company is performing well – the Primary Maintenance issues. The remaining two quadrants contain those issues that are relatively less important to customers, the Secondary Improvement issues and the Secondary Maintenance issues.

 

b2ap3_thumbnail_SIMMapWeb.png

Using either a structured or a more open-ended process, each of the sources of customer input can be positioned within the Strategic Improvement Map. This SIM is then used as input into strategy development, new product/new service development, and quality/process improvement.

For more information about how to integrate multi-channel customer input into a coherent plan for business growth, contact me by email at pweener@intelliqresearch,com or call me at 814-234-2344, X 222.

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While most industry sources continue to paint a relatively positive and upbeat picture about the economic outlook for the industrial sector, several recent reports also point to on-going concerns and caution among industrial executives.

For instance, Price Waterhouse Cooper's (PwC) Q1 2013 Manufacturing Barometer Survey shows that 55% of US industrial manufacturing sector respondents express optimism about the 12 month outlook, an increase of 7 points from the previous quarter.  However, Bobby Bono, PwC's U.S. industrial manufacturing leader, points out that "management teams are taking a more conservative approach to forecasting top line performance for the year ahead, given the moderate recovery underway and uncertainty pertaining to fiscal policy.”

 

Likewise, in its' Economic Outlook Survey 2013: State of the Industrial Marketplace, IHS Global Spec reports that nearly half of the companies surveyed expect higher revenues in 2013 compared to 2012, with Biotechnology/ Pharmaceuticals (64%), Instrumentation & Controls (60%) and Automotive (59%) leading the charge.  While only 26% expect lower sales for the year, for nearly 60% the economy continues to be the most frequently reported area of concern, an increase of three points from the previous year.


Source:  IHS GlobalSpec Economic Outlook Survey 2013.

 

Besides economic and other concerns, the IHS Global Spec survey also provides insights into the spending and investment priorities and growth initiatives of key decision makers in the industrial sector.  In addition to focusing on improving quality, most respondents report they are investing in innovation and growth by:


  • entering new markets (60%),
  • designing and developing new products (54%),
  • researching new projects (47%).

For additional information about industrial sector business priorities and expectations, and/or a free copy of the IHS Global Spec report, just send me an email or give me a call at 513-605-3633.

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While economic conditions continue to confound most, if not all of us, as marketers, we are also confronted with a variety of market and technology factor that are resulting in an increasingly complex business environment.  The growth of digital media and devices, the emergence of social media, and the challenges as well as opportunities associated with the growing volume, velocity and variety of data has most of us scrambling trying to manage these issues and turn them into business advantage.

IBMs Global CMO Survey of 1743 Chief Marketing Officers across all industries and 64 different countries confirms that these are indeed the most pressing issues and challenges at the top of the minds of our marketing colleagues across the globe.  Marketing leaders cite market and technology factors as the most significant external factors that will impact their roles and organizations over the next five years.

 

Regardless of geography, industry, type and size of organization, CMOs attribute these factors and growing business complexity to four key challenges:

 

  1. The explosion of data
  2. The growing use of social media
  3. The proliferation of channels and devices
  4. Shifting customer demographics.

While most CMOs agree that they are largely unprepared to manage the impact of these developments, the good news is that the vast majority are in agreement about the strategic imperatives required to address these challenges.  And the most proactive among them, dubbed "out-performers" by IBM, are leading the way by focusing on three key initiatives:

  1. Delivering value to empowered customers by focusing on customers as individuals and identifying what individual customers want from traditional as well as new digital sources of information
  2. Fostering lasting connections and bonds with customers by focusing on relationships and not just transactions
  3. Improve decision-making and demonstrate accountability by measuring marketing’s contribution to the business in relevant, quantifiable terms with advanced analytics and relevant metrics.

I'd be interesting in hearing how other marketers are addressing and dealing with these challenges and opportunities.

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Relocation will support continued growth


State College, PA September 6, 2012 – Dr. Robert Miller, CEO IntelliQ Research and Strategy Inc., a leading provider of market intelligence and research services to the healthcare, manufacturing and other B2B industries across globe, today announced the relocation of its State College-based IntelliQ B2B office and corporate call center operation into new and expanded facilities. Effective immediately, IntelliQ B2B,formerly Diagnostic Plus, is now located in the SunPointe Business Center off of S. Atherton, BR 322 in State College, PA.

“After nearly 3 years we had outgrown our former offices and were unable to expand there,” according to Managing Partner, Dr. Paul Weener. Weener adds, “We are excited about the move of our staff and corporate data collection call center to the SunPointe Business Center.”

“During the year, IntelliQ provides employment for as many as 100 part- and full-time employees and we expect to increase that number during the coming year,” according to Trish Evanitsky, VP Operations. “We were able to configure our new facility to our specifications and with the latest technology and enhanced call center capabilities we will be able to better support our growing client base and accommodate additional personnel,” Evanitsky adds.

sc office1cropped call center1 IntelliQ Call Center Station

About IntelliQ Research and Strategy, Inc.: For nearly 30 years, IntelliQ Research and Strategy has been focused on providing market intelligence, research and insights primarily to companies in the healthcare, manufacturing, education and consulting sectors, through our Cincinnati, Ohio-based IntelliQ Health division and State College, Pennsylvania-based IntelliQ B2B division. As a full-service market research and intelligence firm with deep industry knowledge and expertise, IntelliQ has completed thousands of studies across North America and in many international markets for industry leading firms. With our industry knowledge and expertise as well as our highly professional data collection center (phone, Internet, mail), sophisticated data processing and marketing sciences capabilities, we have successfully supported and fulfilled our clients’ information and planning needs and evidence-based decisions by transforming data into meaningful information and insights.

For more information about IntelliQ Research and Strategy, please visit www.intelliqresearch.com, or our divisional sites, www.IntelliQHealth.com and www.IntelliQB2B.com.

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Post-Launch Customer Acceptance Analysis Maximizes New Product Development ROI


IntelliQ B2B recently launched a new service that provides a research framework and methdology intended to measure market acceptance of new products and services following their initial introduction.  

IntelliQ B2B's Customer Acceptance Analysis is a formal early market feedback mechanism to identify new product and service program deficiencies, provide insight into needed corrective actions and uncover additional market and future product and services opportunities.    Its ultimate objective is to maximize the return on organizations' new product and services development investments.

For more information, please click here for access to IntelliQ B2B's Customer Acceptance Analysis White Paper.  

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State College, PA, August 2, 2011

On August 2, 2011, Dr. Paul Weener, IntelliQ B2B Managing Partner, and Mr. Douglas Berry, Senior Trade Specialist, US Commercial Service, delivered a one hour webinar on Expanding Export Opportunities in partnership with Penn State University's Institute for the Study of Business Markets (ISBM).

During this one hour webinar, Mr. Barry and Dr. Weener provided the latest expert advice and information about growing your business through exports and how to access the many services and data sources that can assist companies in identifying and pursuing export opportunities.

The webinar provided valuable insight into . . .

  • the countries, markets and products that represent the best export opportunities.
  • the availability of U.S. government services, including sources of financial assistance that can make US exports more attractive.
  • the elements of an effective export plan.
  • sources of market information to guide decisions about launching and/or expanding exports.

Click HERE Today for access to the archived webinar or please email or call me if you have further questions.

Contact:

Dr. Paul Weener
Managing Partner
IntelliQ B2B
pweener@intelliqresearch.com

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State College, Pennsylvania, March 15, 2011 - Diagnostics Plus Announces New Corporate Identity and Name Changes for Its Two Operating Divisions

New operating division names more accurately reflect its longstanding industry focus and expertise.

Dr. Paul Weener, CEO of Diagnostics Plus, today announced the launch of its new corporate identity, IntelliQ Research and Strategy, Inc., as well as IntelliQ B2B and IntelliQ Health as the new names for its two operating divisions, Diagnostics Plus and Cooper Research.

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State College, Pennsylvania, February 14, 2011 – IntelliQ Research and Strategy, a full service global provider of market research and intelligence for the healthcare and business to business markets, announced today that Ms. Dallas Durant has joined its IntelliQ B2B division, formerly Diagnostics Plus, as Project Director.

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