A New Internet Strategy Paying Off for Metal StampersJune 1, 2011
Thomas Industrial Network, New York, NY, has launched Custom Spec, a complete online program including website development and Internet exposure. The program helps custom manufacturers and industrial service providers generate more sales opportunities. One early adopter: Keats Manufacturing Co., Wheeling, IL, a manufacturer of small metal stampings, wireforms and assemblies.
“Since we deployed our new Internet strategy (with Custom Spec), our sales have increased by 30 percent,” says Matt Eggemeyer, Keats’ vice president and chief operating officer. “Further, our quotes have more than doubled, from 600 to 1400 in one year. Thomas Industrial Network helps us reach qualified prospects who may not otherwise consider us. One such customer recently placed a $1-million order.”
Custom Spec projects begin with a consultation with a team of engineers, who understand the language of custom manufacturers and their prospective clients, to write, design and develop a website. The website includes content describing a company’s capabilities and specialties, portfolios of sample projects, areas of expertise, applications for specific parts and services and more.
Another metalforming-company customer of Thomas Industrial Network tells a similar story: Perfection Spring & Stamping Corp., Mount Prospect, IL, a manufacturer of springs and wireforms for the appliance industry. Unlike standard-product and commodity manufacturers that can market through a product catalog and hold standard inventory, Perfection Spring & Stamping designs and builds new and unique items for each customer. The sales cycle often is lengthy, from six months to several years. It also is deeply consultative and collaborative. The unique nature of each product makes it difficult to know just what to showcase on a website or in sales materials. Additionally, each member of its sales team wears several hats, limiting their time and resources.
In order to build back the enterprise, the firm’s executive vice president, Joshua Kahn, sought to minimize sales and marketing costs while pursuing new customers in new markets. A flat, outdated website was failing to help the company achieve newly articulated objectives: