When ROI was first introduced to OpenSite Technologies, the company was called Web Ducks. We discovered that the company had emerged from its early roots as a Web design and production company to focus exclusively on the exciting new area of interactive Web-based auctions.

By their own sheer tenacity, Web Ducks had built a loyal user base of 70 companies over two years, without a single stitch of marketing. And at this point, the company was preparing to release the third version of its flagship product, OpenSite Auction.

Although the company was built by a crop of small entrepreneurial companies auctioning off baseball cards and wine and horses and musical instruments and so forth, management expressed a desire to maintain their historic roots while making moves up market. To create the right kind of value for the company and its investors, they felt strongly that the online auction trend was heating up and they wanted their rightful share of the large corporate user base.

ROI viewed this challenge twofold. First, reinvent Web Ducks so that large corporations could have the confidence to invest in their solution and their company. And second, phase in demand generation to coincide and complement the build up of the company's sales infrastructure.

Building the Runway
Phase I
The initial phase for us was all about housekeeping. The first step was to enhance the image of the company. To their credit, Web Ducks had a wonderful reputation among its installed base for superior customer service and an especially robust and stable product. Yet in order to play on a national and international level, we all agreed that the company's name and identification needed to change. Rather than go through an expensive search for the right name, ROI recommended using their trademarked name for their flagship product and so OpenSite Technologies, Inc. was born.

Along with the new name, preparations were needed for what we deemed the official launch of the company, which was planned to coincide with the launch of version 3.0 of the software. To accomplish this, new positioning and messaging were required, as well as a new Web site, sales collateral materials and materials for the industry analysts and press. Also, a new Public Relations agency had to be hired and managed in preparation for the launch.

Phase II
Within the first 90 days, all the necessary tools and components for a successful launch were in place. During this next phase all eyes focused on making sure that the company was firmly planted on the radar screens of all the key industry influencers. Although garnering press coverage was an important objective, the true objective was to gain an immovable place in the minds of the key industry analysts and the members of the press who closely watched this emerging space. Good coverage came from the announcement of version 3.0, but more importantly virtually every key influencer met with and came away with a very positive impression of this unknown company that seemingly emerged out of thin air.

While the launch was happening, plans were also being laid for Phase III and a huge promotional push that would coincide with a fully staffed sales force. Since the company sells a Web-based solution, the Web seemed a natural place to promote its products. And so significant testing was launched to determine the most effective places for the placement of banner advertising.

Phase III
And now the time had come to apply the "Wall of Sound." Here is the classic example of why marketing should never be treated in a band-aid approach, doing a little of this and a little of that. Only a full frontal assault on the market is really ever worth doing at all.

Plans were put in place to launch a multi-faceted program to place OpenSite in the minds of the marketplace and generate a substantial volume of inquiry to support the newly trained sales force. The first aspect was to take the refined data from the Web promotions and substantially increase the level of impressions everywhere that mattered. Spending levels almost tripled in the areas that were delivering impressive click-thrus.

Second, large direct mailing was dropped, both to generate significant inquiry and to set the direction for future direct marketing and print advertising efforts. Through the testing methodology employed in this initial mailing, a large universe of lists and names were uncovered. And as significant response rates appear from these various lists, the next logical step would be to roll out direct response advertising to maximize the lead volume while minimizing the cost per lead.

And lastly, ROI set out to make the biggest impression yet for this smart, young company - we launched them into the industry's two most prestigious events - Internet Commerce Expo and Internet World Fall. We built the company a world-class trade show booth, complete with a theater presentation and live auctions taking place on the show floor. In addition to a huge level of inquiry from the shows, OpenSite Technologies came away from both events with the coveted "Best of Show" awards. This is what we all sought, just eight months after ROI began with the company, to have OpenSite viewed as the clear market leader.

The Reward
At the time of this third phase, OpenSite began doing business with companies like The Sharper Image, Krause Publications and AOL, to name a few. The company has also raised a new round of funding at a significantly higher valuation than just eight months earlier and boosted more than 200 clients.

BACK TO THE ROI CLIENTS PAGE