By Mike Bacidore, chief editor, Control Design, Nov 17, 2015 Data is everywhere, and many manufacturers have been collecting it for decades. But what are they doing with it? Can you collect enough data to create an analysis algorithm that…
(We love educational material. It’s getting rarer and rarer for universities to offer classes on industrial processes. They are usually left to teach theory and let the greenhorn learn on the job. We’re writing a size reduction systems article for ROCK PRODUCTS. If you have any resources we can use, please send them on.)
From the Bulk Inside newsletter Dec 7, 2015 CHATHAM, KENT – A range of very popular and useful short courses designed specifically for the powder andbulk materials handling industry.
Our range of short courses is designed to equip delegates with the means to identify and overcome difficultiesthat may arise, saving time and increasing productivity.
Our experts’ in-depth knowledge as specialists in powders and bulk solids is complemented by their experienceacross all industries including, but not limited to, renewable energy, pharmaceuticals, process and chemicalengineering, recycling, food processing and mining.
In order to meet Industry’s changing needs, we continually update the range of courses to reflect current trends,hence the introduction of 3 new courses this year.
The courses are all held at our site in Kent, on the University of Greenwich campus.
2016 Course calendar 2 – 3 Feb: Advanced Course: Pneumatic Conveying System Design 4 Feb: Rotary Valves; Design Selection and Operational Issues 10 Feb: Electrostatics in Powder Handling 24 Feb: Powder and Dust Containment in the Process Industry 9 March: Network Security of Industrial Control Systems in the Process Industry –** new course 15 – 17 March: Storage and Discharge of Powders and Bulk Materials; includes optionalpractical session 6 April: Dust Explosions – How to Demonstrate DSEAR/ATEX Compliance 13 April: Caking and Lump Formation in Powders and Bulk Solids 26 – 27 April: Advanced Course: Design of Equipment for Storing and Discharging BulkMaterials 10 – 12 May: Pneumatic Conveying of Bulk Materials; includes optional practicalsession 24 May: Undesired De-blending and Separation in Processes and Equipment 7 – 8 June: Introduction to the Processing of Dry Solid Materials – **new course 28 – 29 June: Measurement of the Properties and Bulk Behaviour of ParticulateMaterials 5 July: Handling and Storage of Waste and Recycled Bulk Materials – **newcourse 11 – 13 Oct: Overview of Particulate Handling Technology; includes optional practicalsession 22 – 24 Nov: Pneumatic Conveying of Bulk Materials; includes optional practicalsession 13 – 14 Dec: Biomass Handling, Feeding and Storage
For full course details, course fees and terms and conditions, please visitwww.bulksolids.comDiscounts areavailable for group bookings and repeat attendances.
This article is published byThe Wolfson Centre for Bulk Solids HandlingTechnology “Providing Cost-Effective Solutions to Industrial Problems”
The Wolfson Centre for Bulk Solids Handling Technology is part of the School of Engineeringat The University of Greenwich at Medway, Kent, UK and has specialised in solvingmaterials handling problems since 1973.
Process Equipment Marketing is more like high level consulting rather than selling a simple industrial product like a fork lift or truck. The cost is usually higher and an ongoing partnership between the customer and the manufacturer needs to be part of the relationship.
One of the challenges I often hear from companies is this: “We know what new business activities we should be doing. We just don’t do them consistently.” Many times a company that knows it’s ideal customer doesn’t have the resources to make the cold calls needed to get through to the manufacturing engineer. This is where the internet can go to work. The internet can be your 24/7 technical sales person.
And that makes a lot of sense. New business involves lots of unglamorous and, frankly, unenjoyable activities. Stuff like: sales meetings, staying in touch with prospects, and applying just the right “nudge” to prospects who are making a buying decision.
In addition to being not a lot of fun, many new business programs are pretty disorganized: leads falling through the cracks, missed hand offs between sales team members and details from prior conversations lost or incomplete. But even if you did have it, trying to touch base exactly when needed (when the chief engineer goes back to researching esoteric keyword phrases to find a solution to a value added problem).
So if new business is unenjoyable and disorganized, is it any surprise that companies aren’t executing their plans consistently?
This post lays out a few ways that companies can build a process for new sales that’s organized and consistent. We can promise that this will make new business your favorite thing to do, it will help you execute and get better results. And that’s pretty fun.
1. Create a Plan
First things first: you need an overarching plan for new business. Before you invest in tactics, content, technology or anything else, create a plan. New business strategy and planning is a blog post all its own and there are lots of great resources out there to help you on this front, so I’m not going to dig into the details on this topic. Typically a plan is, “We need customers we can partner with, ones we can add value to the equation. We don’t want to compete on price.”
When you work with your customers, you help them build a manufacturing strategy and a plan before you start going into system plan and equipment. Your marketing plan is very similar.
In the internet world you need to do new business activities each week, several times per week. The purpose of this is to consciously choose your highest priority leads, opportunities and activities for the week and execute those.
2. Get a Customer Relationship Management (CRM) system (and Use It)
Leads: In an average month you probably come across a handful of new potential prospects. For instance, you come across an interesting company when reading an article, or a colleague at a networking event mentions a thought leader who you should get in touch with, or you discover a promising organization while doing a Google search. You need a place to park these leads while you research or reach out to them. Your CRM process should have a central place where you can store new leads while you’re in process of qualifying them.
Contacts: Once you’ve qualified a lead as a good prospect or partner, you need an organized way to keep in touch with them. That may involve “one-to-many” communication like newsletters or nurture campaigns, or “one-to-one” communication like personalized emails or phone calls. For each contact that you’ve qualified it’s important to have them categorized (or “segmented”) based on criteria like their industry, and their quality/potential. You probably have hundreds or thousands of contacts in your database: to create a personalized outreach plan for each is impossible. So we identify a few segments and then create an outreach plan for each. This allows for efficiency and organization.
Opportunities: Opportunities are the active deals that you’re working on. An Opportunity involves a specific piece of work: a project or a concept, and generally goes through a standard set of steps (for instance: initial meeting, proposal, negotiation, and close). A CRM can give you an overview of all the potential business on the table to ensure you’re proactively moving all of them towards wins, and to find trends in process after the fact.
Clients: Do you have a plan for keeping in touch with existing and former customers, and cultivating new business opportunities? Remember, new business doesn’t just mean new customers. A good start for your wear or replacement parts business list but those influencers in the company might not be the new process systems engineer.
Activities: Your CRM should provide you a dashboard of all your current activities. All your new business TODO’s in a single place.
Before you worry about automation, advanced metrics or new technology, get the fundamentals right: a simple system for managing your leads, contacts, opportunities, clients and new business activities.
3. Translate Your Goals Into Simple Metrics
What’s your primary goal for the year?
When you create your new business plan, you’ll of course spend time defining or refining your goals. Another smart technique is to define some simple business metrics to make sure your new business activities are on track to reach those goals.
For example, let’s say your goal is to grow revenue by 5% this year and start working with new OEMs.
The next step would be to answer these questions: How many new customers would you need to increase revenue by 5%? And how many well-qualified prospects do you need to land a new customer?
Let’s say the answer to those two questions are 2 and 10, respectively. Assuming you don’t lose any existing customers, you’ll need about 20 new well-qualified leads to reach your goal. Obviously this isn’t an exact science, but it’s extremely valuable to give you a general benchmark for the number of new prospects (or leads, or opportunities, or whatever) that your new business activities need to be generating.
If your analysis says you need 20 qualified leads to hit your goal, but you’re currently only generating 1 or 2 a year, you’ll need to adjust your new business efforts to achieve your objectives.
4. There’s marketing and there’s customer relationships
There are a few truths about new business: relationships are king, timing is everything, consistency is important, deals don’t close themselves/selling is required. Another key point about new business is this: You can’t keep in touch with everyone.
Sure, you can add as many resources as you like to media, trade shows and internet marketing, but when it comes to the One-to-One high-touch, personalized communications that are critical for new business, there’s a limited number of prospects you can keep in touch with.
Every company should have their “Top-20″ (or Top-12, 15, 18, whatever) list of ideal prospects that they proactively keep in touch with on a monthly (or more frequent) basis. We want to stress the importance of breaking down your overarching priorities into weekly priorities. If your goal is to keep in touch with everyone your Top-20 list once a month, that’s about 5 personalized contacts per week (or one per day). When you build that into your weekly or daily game plan that’s how you develop consistency.
5. Let the odds work in your favor
This decade is about marketing automation.
The purpose of marketing automation is to take work off the plate of the leadership so they can do the new business work that only they can do: building relationships and closing business. It’s a big topic that deserves more space than we can provide here, but there are a few questions you could ask to start thinking about the sales enablement process that you need:
What Is the Work That only I Can Do?: What are the new business activities that only I – the owner – can do effectively? What other new business activities am I doing that marketing automation could do (e.g. assigning tasks, integrating systems, recording notes/ entering data, searching through Sent mail, sending boilerplate emails, etc.)?
What Can I Delegate?: Who else in the company (or outside of the company) could take over the non-required tasks listed above? Is there someone in the company who can be responsible for marketing automation (i.e. a single person who is responsible for making sure the systems work, the data is up to date, the activities are getting done, the process is being followed)? This doesn’t need to be someone’s full time job, and it doesn’t need to be a senior person in the company. For instance, there could a junior sales person who has an interest and aptitude for process/systems work who would be great for the role of managing the CRM and sales enablement.
What Are The Handoffs Between Me and My Team?: Once you know the roles and responsibilities, it’s important to define the process for how people will execute their tasks and communicate. How will lead/prospect/opportunity ownership be assigned among the team? How will tasks be passed between team members? What are the criteria for qualifying a lead? What happens when the lead is qualified? What are the stages of your sales process and how are opportunities moved from one stage to the next? An effective new business process doesn’t just get the company more new business, it also takes work off the company executive’s plate.
New business efforts often fall short because of lack of consistency. It’s the classic story: Company A diligently keeps in touch with a Prospect for a few months, Company A loses track of Prospect for 6 months, Company A gets back in touch with Prospect only to find that Prospect just hired Company B. That’s no fun.
The companies that are able execute their new business program consistently over time have built processes to ensure that activities are planned out, prioritized, organized, delegated and measured. The process doesn’t need to be perfect, it just needs to be clear and followed by everyone at the company. 2016 is just around the corner. Make it the year that you achieve the new business results you know you can.
Hi Metalworking Equipment Marketer, Allow me to share a recent example of editorial work for our client Feintool.
I wanted to forward it because every marketer I know has been at a loss — at least once in a career — trying to get critical marketing materials written and produced.
For this piece, we attended Feintool’s symposium in Nashville and reported the results. Lohre handled the total editorial assignment from information gathering to writing, photography, printing and mailing of the publication.
Bottom line? Working with the Feintool team, Lohre was proud to bring great value to our client’s customers and employees by providing an educational and relevant story worthy of a read.
We’d be honored by the opportunity to collaborate with you and your team. Here’s the article and some of the photos:
Forming for the Future: Feintool 2014 North American Symposium
Feintool hosted a two-day symposium to showcases its latest systems parts technology on September 30 and October 1, 2014. Speakers included Feintool’s North American management as well as invited guests representing thought leaders from the global automotive industry. Feintool hosted dozens of engineers and purchasing agents representing America’s largest automakers – 33 in all. The symposium covered critical issues facing the industry including a forecast of future trends, challenges and opportunities. Educational sessions, networking and a plant tour completed this unique gathering at Feintool’s Nashville, Tennessee, facility.
The focus of the educational sessions – faster speeds, more capabilities, lower costs and less risk — highlighted not only Feintool’s current abilities but served to plant the seed of future possibilities fineblanking and forming technology might have for those who attended. As one attendee suggested: One day they may have the perfect part for Feintool’s new capabilities.
A recap of the symposium.
Christoph Trachsler, CEO of Feintool North America, reviewed Feintool’s milestones by noting the company has completed a gradual sale of companies outside of the forming industry. Feintool refocused its core competence by reinvesting in forming and Feinblanking in the Nashville and Cincinnati locations. Feintool’s goal is to introduce a new innovation every two years making the company ready for the future. The audience learned of Tennessee’s mid-state region’s importance to fueling the automotive industry, but Christoph also took time to introduce the creative side of Nashville, Tennessee, best known for its pivotal role in the development of rock’n roll, blues and the Grand Ole Opry, which gave rise to Nashville’s musical dominance.
Vice President of Sales and Marketing for Feintool North America, Lars Reich’s theme was “Forming for the Future.” His presentation was subtitled, “Advanced drivetrain solutions for the toughest requirements – high part quality, low unit cost.” Reich noted the Feintool Tennessee plant and Center of Excellence was expanded recently to accommodate the $14-million USD customized 1,600-ton direct servo press that started operating there in March. With the new Fineblanking & Forming System™ (FFS) 18-ft-long working bed press, Feintool succeeded in marrying conventional forming with fineblanking, giving them new capabilities in the market, plus the best of both worlds. A typical formed and fineblanked part is a 4.5 mm high strength steel component featuring feinblanked teeth produced in the ninth of twelve stations. The flexibility of the FFS process allows Feintool U.S. to form and finish disc carriers, pistons, gear spiders, and driveplates, among other parts, in a single transfer-press run. That’s what makes this machine so powerful and a North American first.
David Petrovski, principal analyst at IHS Automotive, a leading provider of global market and economic information, presented a forecast of the North American auto industry. The auto production industry, he noted, is about to reach a new milestone not seen since the record year of 2006. He predicts by 2015, 17.4 million vehicles — a doubling of 2009 – will be sold. By 2021, that number will rise to 19 million cars. To meet that need automakers will be onshoring production to North America. Petrovski said the greatest potential for business will come from the global platform consolidation. In 2021, he noted, three quarters will be global platforms with the rest being US-centric, large pick-up trucks and SUVs. The mid-size and large segment growth will be flat or declining with all the growth in the other vehicle segments. By 2020 more than 2 million units will be exported from North America, Petrovski predicted. These forecasts are critical when aligning capital investments with the right business partners. With part life cycles getting shorter, drivetrains that used to be manufactured for 15 years now are looking at only a five- to eight-year lifecycle, Petrovski added.
Petrovski posed a series of thought-provoking questions for the engineers and purchasing agents in the room. Will consumers accept the new technologies required for efficiency that have a different driving experience? Also, many manufacturers have plans to deploy new technology but over time these keep getting pushed back because the existing technology is so much cheaper. Petrovski asked, “When you’re quoting new business with various engine and transmission manufacturers, think: ‘Is this a short five-year bandage or an eight-to 10-year, long-term direction this OEM is going in?’” There will be a huge jump in automatics with torque converter transmissions with 8 speeds or greater, from 2013 to 2021, he noted. CVTs are also showing some growth. “Asians have been very true to their CVT technology and now we’re seeing some of the Detroit 3 reconsidering the CVT especially for front wheel drive.” Petrovski concluded,
“Dual Clutch Transmissions remain relatively flat due to the poor consumer driving experience. Improved mpg legislation is the most significant driver of change so keep an eye on the efficiency reports; in the end that is what will really drive production, automakers will take drivetrains off the table if technologies don’t prove to be efficient enough.”
Engineer Willi Grimm, the owner of numerous patents and with Feintool since 1974, brought everyone up to speed with the technology in his session. One of his most important patents is the intool coining deburring technology deploying worldwide. It’s an evolution in process integration, boosting the output rate.
The entire world makes brake parts with feinblanking, one new example is a brake pad with a thickening process applied to a stress point. The material thickness is increased from 5.5 mm to practically 10.5 mm in the stressed area. The requirement comes from higher torque requirements, which broke the brake pad in this area. Instead of increasing the whole part material thickness, Feintool blanks the material larger than the final geometry and then pushes that material into the final geometry, increasing its thickness. Deburring coining was is also included in the tooling. It once was thought that heat treating could compromise the intool deburring, but Feintool has never found this to be the case, Grimm noted.
With its new out-of-strip processes, Feintool offers up to four additional processes that are balanced around the tool for a 100-percent balanced process. This system can eliminate one of the big disadvantages of a progressive tool, “the design is never able to balance the forces of a progressive process,” Grimm continued. The lifetime of balanced out-of-strip tooling is much better because there is no problem of table tilting.
Final examples were of dramatic increases in die cavities. Silent chain links from 1.7 to 2.7 thicknesses evolved from two cavities to twelve cavities. The cycle time to regrind the dies is no different with this many cavities, between 1 to 4mm material thickness. For door lock parts, Feintool’s new HFAspeed has achieved 100 strokes per minute at a four wide arrangement. CVT chain links have achieved ten times more output by increasing die cavities.
The high level of quality and accountability required in the vehicle manufacturing industry today was brought into focus by Daniel N. Sharkey, an attorney specializing in automotive recalls and warranties. About 80 percent of the big magnitude problems are warrantee issues. OEMs have set aside 2 percent of revenues for warrantee liability. OEMs have become more aggressive moving down the supply chain to implicate responsibility and obtain dollars from suppliers. Many OEMs rolled out new warranty agreements in the last three years. They acknowledge that both parties can be at fault, but in the gray areas the OEMs want a 50/50 split of the liability. “It’s not really a great deal when you step back and think about it,” Daniel said. He thinks the companies that will survive are smart, have the technology and are doing all the things Feintool is doing but they also have a little bit of backbone to stand up to the OEMs. At a very basic level, he said, what an OEM must decide is, “Is this a safety related issue? Recently, there have been seating cases where one would think it wasn’t safety-related but the OEM decided to recall anyway.
The National Highway Traffic Safety Administration (NHTSA) has some requirements suppliers might not be aware of. If there is a fatality in a foreign country, from the same or substantially identical part you supplied and you know about it and your other customers don’t know about it, you have an independent regulatory duty to inform NHTSA.
And finally, because of the complexity of these examples it’s important that engineering knows something about the contract documents and the contract documents have to be informed of the technical issues. The stakes get really high really fast if you don’t define the population of parts and fight back against debted payables.
Larry White, one of Feintool’s process consultants, discussed the new plant design, which has been optimized for maximum versatility, speed, future growth and innovation. The Nashville plant just doubled its capacity, which required new raw material, production, staging and shipping areas. Ever focused on the future, the plant is also designed with the capability to again increase capacity. One look at the huge empty machine base for another Fineblanking & Forming System™ press communicates that.
Feintool constantly evaluates how it can protect its customers by understanding the world-class manufacturing process of OEMs. Intelligent diagnostics technology, in tools, presses and parts manufacturing will be a way of life. For that reason, Feintool maintains its own apprentice program. By training its people and developing core skills, Feintool remains future focused. That future led White to discuss Feintool’s Center of Excellence, which is always looking for the next advanced process capability invention.
The Nashville plant has 12 core processes set up to limit material moves in the plant. In fact, Feintool’s vision includes what its manufacturing plant should look like five years from now. They’ll accomplish that through maintenance elements, material elements and quality elements. Advanced Product Quality Planning, Process Failure Mode Effects Analysis and Control Plans if done correctly, maintained and with the correct feedback gives Feintool a firm standing. The European OEMs are getting really critical on having regional capability to evaluate parts and Feintool’s regional in-house labs meet that need.
A plant tour rounded out the two-day event. A highlight was seeing many of the presses in full production. The original Kasier was making clutch plates; the new 880 Plus was at full bore also on clutch plates and the new 1600-ton Fineblanking & Forming System™ was busy making clutch pack containers. Other typical parts produced at each of the machines were on display and illustrated the range of in tool and post-production capabilities such as assembly welding and turning. Quality was top of mind and attendees were able to see several stations where 100-percent inspection was being performed for the entire run and at other stations for the first 90 days. In the tool room visitors could see the press schedule on the wall, nearly all marked “Ready,” indicating the tooling was staged for the next production. Materials up to 12 mm thick, stroke rates of up to 200 strokes/minute and a die clearance of as little as 0.01 mm put a lot of demand on the tooling. Feintool’s new shop is up to the challenge.
With careful consideration, thoughtful planning, and the right hacks, Pay Per Click (PPC) advertising can be a helpful resource investment alongside other marketing campaigns. Thanks to Marcel Pirlich for his PPC email this morning as inspiration.
Five core aspects of PPC:
1) Define your goals.
• What do we offer? What makes us special? Where do we offer our product? • Who is our target audience? Where are our potential customers? What do we want our prospects to do? • What is our budget? How much do we want to spend monthly on PPC? How much do we want to pay for one new customer, sign-up, etc.? The more specifically you can answer these questions, the more effective your PPC advertising will be.
2) Develop a comprehensive keyword list.
When it comes to keyword selection for startups, long-tail terms are great ones to go after. They’re highly targeted and may be more cost-efficient than more competitive terms.
The best way to do this is to understand the questions about your business and audience. Once you know broad terms related to your business, do some research to figure out some of the popular long-tail searches related to those terms. The chart illustrates different types of keywords for the different buying cycle stage: top of the funnel (research), middle of the funnel (specifications) and bottom of the funnel (buying).
3) Know your competitors like your best friend.
After identifying your goals and a solid keyword list, complete a competitive analysis — not so you can obsess over them, but so you can identify opportunities.
Do other company’s offer a strong differentiation? Are they bidding on keywords you’ve missed? How are their ads and landing pages different from yours? Asking yourself these questions can provide clarity regarding who else is in your market and what their acquisition tactics are.
4) Track your conversions right from the start.
If you can’t attribute actual leads and customers to your PPC activities, you can’t make intelligent decisions about where to cut spend (or increase it).
(Thanks Sarah, for making our industrial marketing day, We’re not sure about the statistical significance (We thought it was 3%.), but you have spelled out exactly the value of A/B testing. Thanks. Here’s a link to the original post.)
Every marketer in their right mind knows that in order to drive more traffic to your blog, you need to come up with blog post titles that are actually enticing. But that’s easier said than done. If only we had some data to show us how to scientifically create blog post titles that will attract more clicks …
(Thanks Eric for this informative post. We’re eating our own dogfood, trying to answer the questions: Why?, What?, How? and Who? of industrial marketing education. From our experience only a fraction of companies really have education at the core of their marketing strategy, but that’s all there ever was except for the low cost leader.)
Whether you’re trying to convince your company that adopting inbound marketing is beneficial for business, or you’re hoping to get budget so you can start using a new inbound marketing platform, getting executive buy-in can be a challenge. In a world where people fear change and constantly try to minimize risk, bold, innovative solutions are often met with skepticism, if not disdain.
Fortunately, there is a magic bullet in this case: Data. While it’s easy to argue with mission statements and philosophies, it’s considerably harder to refute cold hard data.
That’s why we’ve put together this new presentation: 100 Stats, Charts, and Graphs to Get Inbound Marketing Buy-In. We encourage you to flip through the presentation and copy/paste stats, charts, graphs, and entire slides into your own presentations for convincing your company that inbound is worth the investment. Virtually all of the slides are customizable, so you can update colors and fonts to match your personal (or brand’s) style.
Below are some examples of how you can use these stats, charts, and graphs to answer the tough questions.
Is Inbound Really Worth the Effort?
Like anything worth doing, inbound marketing takes effort. But is all that effort actually worth it?
In a word, yes. The graph below shows that while inbound marketing channels (specifically social, email, blogging, and SEO) do require higher time commitments than outbound channels, inbound channels are more likely to generate leads at a below-average cost.
To put a firm number on just how inexpensive inbound leads are, we can turn to our friends at Search Engine Journal, who report that inbound leads cost 61% less than outbound leads.
Are Other Companies Even Doing Inbound Marketing?
Absolutely! In fact, nearly 60% of marketers report that they have adopted inbound strategies.
What’s more, nearly half of CEOs report that their companies have completely integrated inbound strategies with their marketing strategies at large.
What About This ‘Blogging’ Business? Does It Really Work?
Again, let’s let the numbers do the talking. For starters, companies that blog generate 126% more leads than those that don’t.
Furthermore, 43% of marketers report that they have generated customers from their blog.
But here’s where things get really interesting: of marketers who blog on a daily basis, 82% report that they’ve generated customers from their blog.82%!
Isn’t SEO Dead? Why Should We Dedicate Resources to It?
SEO is certainly changing, but it’s by no means “dead.” In fact, when it comes to comparing conversion rates of specific channels to the amount of effort they require, SEO is leading the pack.
And according to Search Engine Journal, SEO leads have a considerably higher close rate than outbound leads.
Tell Me More About This “Marketing Automation” I Hear So Much About
When used correctly, marketing automation software can give your business a serious boost. According to Gartner research, companies that use automation experience a 10%+ increase in revenue within six to nine months. (Not too shabby.)
If you’re wondering where you can find the absolute best marketing automation software available, we’ve got you covered. In a recent report from VentureBeat, HubSpot was named the “best all-around marketing automation system.” Here’s a breakdown of how all the companies in the report fared when it came to content optimization and content targeting.
Lohre & Associates, Inc. is an Industrial Marketing Company, serving local companies and in business since 1934. We know industrial businesses, and we offer quality in-person service for Cincinnati-area industrial businesses.
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