Documenting Marketing Automation: Life-Saving Continuity

“…The contemporary prejudice is that too much paperwork slows you down, clogs things up. But if you take an historical view, it’s bureaucracy that sees you through the rocky patches and enables the state to survive. Bureaucracy is not evidence of inertia; it is life-saving continuity…” – A History of the World in 100 Objects, Episode 71.

While we like to think of Marketing Automation as nimble, I often see practitioners racing to the next thing without documenting what they already have. The next thing that happens is that someone leaves the company and the remaining employees – or the new ones who were hired to replace the departing employees – are left without any organized plan or history of what has been implemented in the Marketing Automation platform. This leaves the company, and the employees, at a distinct disadvantage.

Another circumstance I see is where documentation is being created – but only as a final deliverable before the employee leaves. In this case, because it’s last minute and written by someone who is no longer invested in that particular Marketing Automation instance, it’s easy for critical items to be forgotten. Your best policy is to document as you go, so nothing is missed. Make sure there is documentation around these critical areas:

  • Governance – Which roles in the MA platform exist, and who has responsibility for executing which items?
  • Templates – Which email and landing page templates are used for different brands? Which are old (in which case, document, but archive them)?
  • Naming Conventions – Have a standard that is comprehensible (without needing a dictionary of acronyms) and make sure everyone uses it.
  • Process – One of the hardest: what are the pieces needed to launch a program, for each type of program you run? Are approvals needed? From whom? How long does it take to get from idea to launch to results?
  • Marketing Calendar – Whether you use a Marketing Automation feature or product or a whiteboard, make sure everyone knows what’s coming next and what is planned.

Once you have documentation, ensure that you update it regularly so that it is always current. If your processes change, your documentation needs to change with it.

While compiling your documentation might feel tedious, remember that you are preparing for those “rocky patches” – when someone goes on maternity leave or you have a new employee who needs to ramp up quickly. And your bureaucracy will be what lets the state, or in this case, your company, survive – and thrive – in the next generation.

Blog Written By: Emily Salus

Emily Salus is the Marketo Practice Director at The Pedowitz Group. She has over 20 years of experience in Marketing, PR and Sales. Emily is a certified Marketo technical consultant, providing Revenue Marketing services and strategy to enterprise clients and best practices and training to the SMB market.

Uncluttering your Marketing “Life”

I jokingly refer to myself as a digital hoarder, I have every email (sent and received), every document, presentation, spreadsheet and more at my fingertips and now, thanks to the beauty of cheap digital storage I don’t see that stopping now. Woohoo! The power of the cloud! I recently ran across a really good article on decluttering your life, both mentally and physically, and it got me thinking, as marketers and technologists are we doing the same thing to our systems?

The first place to start looking for the clutter is among the contacts in your marketing automation platform. It is easy to forget how much your old contacts can be harming your campaigns and frankly dragging down your metrics. If you are sitting atop a database full of inactive contacts you aren’t doing yourself any favors.

Okay, so you’re less concerned about your metrics (not sure why but ok), how about the carrying costs of that dead weight? Most marketers forget that they are paying for automation (at least some of the bigger vendors) based upon the feature set they have access to but also based on the volume of contacts in their database.

How do you take action? Here are our simple steps:

  1. Define what “inactive” means to your company. Make sure to take into account how people interact with your marketing efforts and how long your sales cycle is and how often you are reaching out to these contacts.
  2. Create a few cuts of the database to understand how many of your contacts have been inactive for 6 months, 9 months and a year.   One example of how this might look:

  1. Create a reengagement campaign. Think creatively, obviously these contacts were not interested in your usual content, think about being radically different for this. What’s the worst that happens? I’ll tell you what it is, that they don’t engage, in which case you are no worse off than you already were.
  2. Measure, optimize, repeat. After you have your campaign off and running, look for ways you can optimize it and set a frequency for when you will be re-running it, you want to keep the database clear of that clutter on an ongoing basis.

As the year winds down remember to think about cleaning house a bit before you start pumping new programs out do a little bit of de-cluttering too.

Blog Written By: Lauren Kincke

Lauren is an Eloqua Team Leader for The Pedowitz Group. She is an Eloqua Partner Certified Consultant, Certified Administrator, and has a wide range of experience with various marketing and email automation platforms.

Think Like A Consultant

Oracle Marketing Cloud A piece of my role at The Pedowitz Group involves training our newest Eloqua team members. Whether they come from the role of a technology or marketing practitioner or they have been consultants before we have our own methodology and approach. Part of that training is technical, part of it is in our RM6 methodology and part of it is making sure our team is staffed with the highest quality consultants we can have. Being consultative is not something everyone is born with (let’s be real, most people aren’t born with the skills they use they are taught!), so I a big part of what we teach is how to be a consultant and how to grow and develop those skills.

While you might not want to work for a consulting group there is a huge value in being consultative with your own “internal customers.” Just knowing the technology or being a great content creator isn’t enough, being able to think like a consultant will put you head and shoulders above those who can’t. Here are a few of the basic tips I give my team:

  • Always ask questions

Understand not just the requirements for a project but the use cases. Good example, when someone asks you to add a field to Eloqua understand what they are trying to achieve, maybe adding a field (when you have a limit of 250 custom fields) isn’t the best solution. The person asking doesn’t always have your level of expertise so you have to understand the business use/case for a situation before just jumping to take action.

  • Think around corners

What is the long term impact of the ask? Will there be a larger problem caused by doing something in a specific manner? Similar to “always ask questions” understanding the driver behind a request is going to help you understand whether there are unintended impacts that could stem from a particular request.

  • Information is good, information plus advice is better

Knowing your space is important, but being able to give well reasoned, logical explanations for why things happen is great. Being able to advise your team on an approach to a problem is better.

  • Document, document, document

Time to sound like a broken record but document your work! Why wouldn’t you want to document what you have done (to show the value) so that it can be tweaked and maintained properly going forward? Providing information on what exists in your instance of Eloqua (or any other tool) means you are giving your colleagues a hand when they have to understand it later.

The bottom line, consultants jobs are rarely just about what we can do in the tools we work in, they are nearly 100% about problem solving skills.   My experience as a consultant is that my clients are rarely helpless in their technology or other efforts but the value we provide them is in being able to see the big picture and making sure we are untangling all the knots.

Blog Written By: Lauren Kincke

Lauren is an Eloqua Team Leader for The Pedowitz Group. She is an Eloqua Partner Certified Consultant, Certified Administrator, and has a wide range of experience with various marketing and email automation platforms.

Why I Hate The Word “Smarketing”

I know it’s cute, and it’s another word mash up, but I really, really hate the term smarketing. I know it’s meant to show that sales and marketing are really one, that it’s one team, and that we’re working together, but to my mind it belittles both and minimizes the unique characteristics that make both teams critical to any organization.

Sales managers and the sales reps have unique skills. Some are “farmers” doing their own kind of regular nurturing of leads who are sales-ready, but need a bit of care before they’re ready to buy. Some are “hunters” strategically stalking their leads, finding their pain points, and showing how they can help. They tend to be more outgoing and thrive on the thrill of the chase.

For marketing, the chase is different. It’s the long-term, painstakingly planned development of larger programs that will educate and influence leads until they’re ready to talk to sales. It’s outreach, and response when someone new arrives on the horizon. It’s an ongoing challenge to develop interest, educate about solutions, and ultimately bring prospects to sales’ front door.

Like football teams that have both offense and defense (and we don’t collectively call them doffense!), each specialized function is needed in order to win the game against the competitors. Both are highly valued and support each other. When the competitor tries to poach leads or customers, it’s time for both sales and marketing to play a comprehensive game to ensure they keep winning – and not drop the ball.

While I strongly endorse that marketing and sales need to be collaborative, cooperative, and share revenue goals, each team has special players that provide different roles – and trivializing their valuable skills with cute names is just not on. Inside sales, of course, remains a unique bridge, as pointed out in the blog: The Revenue Marketer’s Guide to Inside Sales.

For the record, I don’t like the terms “marketeer” or “webinar” either, but I’ve learned to live with the latter.

Blog Written By: Emily Salus

Emily Salus is the Marketo Practice Director at The Pedowitz Group. She has over 20 years of experience in Marketing, PR and Sales. Emily is a certified Marketo technical consultant, providing Revenue Marketing services and strategy to enterprise clients and best practices and training to the SMB market.

5 Quick Wins for Insight Reporting in E10

All about the metrics, right? Everyone loves good reporting but let’s be real, we aren’t all data scientists or marketing analysts. So what is a Modern Marketer to do? Here are a few of my favorite tips for ways you can push your Insight Reporting a bit farther without having to go learn a new tool or get a Statistics degree.

1.  Visual Thresholds Editor

So, if you’re like me and you like visual presentation of the data to help make sense of it, then this is going to become your new best friend. This allows you to enter thresholds around data and then select formatting for specific values. A great use case for this is highlighting all campaigns in red that have a click through rate of lower than 10%.

Visual Thresholds Editor

This is super simple to configure. Once you are inside of Insight, click Data à Visual Threshold Editor and then select your data point as well as the property type. Once this is set, you can then click on the bar graph and make edits to the formatting such as color.

2. View Filters

Have you ever been overwhelmed when you run a report and realize you just want to see a portion of the results? You’re in luck! Utilizing View Filters allow you to further filter the reports provided to you from Eloqua based on those that meet your requirements. A great use case for this is if you wanted to see the top 10 campaigns based on Click Through Rate.

View Filters

To configure, Click Tools à View Filter and then select your requirements.

3. Navigating

I don’t know about you, but I’m directionally challenged when it comes to just about anything navigation wise. So it’s no surprise when I do circles inside of Insight reporting flipping back and forth between reports or changing dates. If you’re like me, you’ll be happy to learn this little trick.

Eloqua Navigation

Home – This takes you back to the home page to choose while folder of reports/dashboards you want. (This is where I used to always click and have to go back through all the folders or use the search bar again to get back to where I was…not anymore.)

Back Arrow – This takes you back to the prompt window. This is great if you want to change the date range or edit which assets the report is ran against.

Folder with an Arrow – This takes you back to the folder you were in before you selected which report to run. This is super helpful when needing another report for the same asset. For example, you were looking at Email Bouncebacks and afterwards you want to look at Spam Unsubscribes – use this button instead to save time.

4. Save Reports

Now that you’ve gotten your report exactly how you like it and would like to save some time next time, but what do you do? No problem, save the in the My Reports section and all of your filtering and formatting will also be saved.  An Analyzer license is great but luckily you don’t need one to save all of your customizations!

 5. Drilling Down Into The Data

Do you love specifics? This is the easiest way to dig deeper into what the reports are actually saying. If you see a number or text value that is underlined then you are able to click on it and it will drill down further for you. This will always open up in a new window, so fear not that you will not be able to get back to the original report.

**Note: You are only able to drill down. Example: Country is able to be drilled down to State/Province but you are unable to drill into State/Province and select Country.

Blog Written By:  Stephanie Pence

Stephanie Pence is an Associate Revenue Engineer for The Pedowitz Group. She has an Eloqua Master Certification along with 8 years experience in Sales, Marketing and PR.

How to Get 2015 Budget Approval

It’s that time of year – budget and plan preparation. For marketing, this is an especially stressful time for many reasons but chief among them is how to show revenue impact. For the last several weeks I’ve been having conversations with a number of marketing executives about planning for 2015 and it struck me that there are two kinds of marketing plans that get prepared:

1. A Marketing Plan with budgets and activities

2. A Marketing Business Case with budgets, activities, and business cases that demonstrate ROI.

Which one are you building? If you’re building #2, you have a much higher chance of approval because you are showing ROI and acting like a responsible business leaders. Here is what a part of your Table of Content might look like.

The Current State of Marketing

  • 2014 Assessment
    • Wins
    • Losses
    • Challenges
    • Opportunities

2015 Initiatives

  • Key Company Initiatives in 2015
    • Key Initiative 1
    • Key Initiative 2
    • Etc.
  • Key Sales Initiatives in 2015
    • The Numbers (Revenue and growth projections)
    • Key Initiative 1
    • Key Initiative 2
    • Etc.
    • Common Plan Assumptions (Marketing and sales uses same assumptions)
      • (This section includes the key elements from the 2015 Sales Plan
        • This is a major input for the creation of the Revenue Marketing Plan.
        • The Marketing plan needs to reference items in the Sales plan and show how marketing will contribute to achieving the objective.
        • The actual Business Cases you will build from your plan will come from the Sales plan (at least in part).
        • You will need to use the same assumptions in your plan that sales used (or show why you used something different)
          • Average deal size
          • Conversion rates through the sales pipeline
          • Key products/solutions
          • Revenue Objectives
          • Growth)

The Changing Role of Marketing

  • Description of current marketing dynamics
  • The Revenue Marketing Journey (See prior blogs for what this is)
  • The Revenue Marketing Journey Assessment – Where we are and where we need to be (and why)

2015 Revenue Marketing Goals (Need to be revenue focused)

  1. Goal – Ex: 30% contribution to sales pipeline from MQLs
  2. Goal – Ex: 60% of net new logos from MQLs
  3. Goal- Ex: 40% contribution to closed business from MQLs
  4. Goal
  5. Goal

The Business Cases (This can be the Results element of RM6 – see my prior blogs for information about the RM6)

  • This is the numbers section that is tied to the Key Initiatives
  • Investment requested
  • Return estimated
  • Includes stakeholder alignment for each business case

How We Get There

  • RM6 Assessment – How we get there – given the business cases above, this is what we need to do holistically.
    • Use Company and Sales initiatives to bake out this section of the plan
    • Initiative #1:
      • Strategy
      • People
      • Process
      • Technology
      • Content
    • Repeat for each initiative elements
    • Have one roll up of all intitiaves


  1. Stakeholder Personas

Blog Written By: Debbie Qaqish

Debbie Qaqish is a Principal and Chief Strategy Officer at The Pedowitz Group. She is the author of Rise of The Revenue Marketer, a doctoral student, avid CrossFitter and is passionate about all elements of Revenue Marketing – especially the leadership required to drive transformation.

Contact: or

The RM6 500

Okay racecar fans, you think the NASCAR franchise is profitable? I have another roadmap to success that’s not the Daytona 500. Let me introduce you to the Revenue Marketing 6, or RM6.

For the marketer today, it can feel like a whirlwind of change happening in our world. Our CFO’s want to know the ROI for our given budget. We’ve heard and tried out a marketing automation or an email system. Sales teams won’t pick up the leads we send to them. How can I win this race to financial accountability? I can’t afford to be last place….my competition is already ahead in prospect mindshare.

Welcome to Revenue Marketing, the right mix of strategy, people, processes, technology, content and results (RM6). The objectives of revenue marketing are: drop sales ready leads into the funnel, accelerate opportunity time to close, have a repeatable/ predictable/ scalable impact on revenue, and get you recognized for all your stellar work by showing contribution to revenue. Sound like a race you want to win?


Now, let’s look at our race again. Strategy is our course design. How many laps will it take? How should I situate myself against the other cars? How frequently will I communicate and get help from my pit crew? Just like you would consider what needs to happen to win in a race, you need a roadmap of how to win in revenue marketing. What are your goals for the business? Are you set up to meet them? How will you mitigate risk? How is your team structured? Activity without strategy will always be that- a cost related activity item.


Can you imagine a NASCAR race without the drivers, sponsors, pit crew, and fans? Absolutely not. It takes a team to enable revenue marketing. Just like the driver and his pit crew have to be joined at the hip, so does sales and marketing. This is crucial for understanding what a sales ready lead looks like for your company. Also, by having executive buy in (can you imagine NASCAR without sponsors?), you can better align your programs to the business’ goals.


There are so many processes that are involved in a race: tuning the engine, pit stops, gaining sponsors, driving style. The better you are at the processes, the more of an edge you have over your racing competitors. If you can run a pit stop in record time and handle your sponsors well, you have a distinct advantage over the other drivers. The same is true for the processes of revenue marketing. They involve such flows as life of a lead, the lead funnel, life of a client, testing, quality assurance, content creation, data management, to name a few. Can you imagine if you had to recreate every piece of content to use again? Marketing leaders perfect these flows because they know it enables them to function and respond to buyers quicker and with more relevance.


Technology is your engine. Sure, you can run the track by foot if you like, but it will not be done quickly and you won’t win. Technology is the enabler of the revenue marketer. It transports your content and messaging to the world while compiling data for you to then analyze to determine what’s working and what’s not. Technology is also the component for making, like an engine, your process an automated and not manual one. This gains you the efficiencies we all seek. Buying a technology is simply not enough- what if Jeff Gordon simply bought a car and didn’t adjust it for performance? Not optimal.


If technology is the engine, what is the fuel? Content. Just as fuel feeds the engine, content feeds your technology to attract buyers. By aligning content to the buyer journey to propel your prospects through their buyer’s journey, content becomes a strategic component. The old adage “garbage in garbage out” stands true here. If you have technology communicating content that is not strategically developed for your various personas for your solution, it will not elicit the responses and revenue you hope. In addition, great marketers know that content management and syndication are important areas to be able to effectively reuse well created content.


And finally- we’re on the last lap! Where did you end last race? What place are you now? Is there improvement? Results are the bread and butter of a revenue marketer. If you’re on the race track and don’t take any account of your placement before the last lap, you likely don’t have the time to course correct for first place. By having metrics throughout your programs and executions, you can see ahead of time if you are off track from reaching your end goal. For us, the revenue marketer, that goal is optimized revenue contribution.

Blog Written By: Alyse Qaqish

Alyse is the Southeast Regional Sales Manager at The Pedowitz Group. Her passion for helping clients identify and solve their most difficult problems lead her to the exploration of Revenue Marketing. Her background in highly complex sales cycles allows her to bring clarity and roadmaps to success for her clients. 

Contact: or

Reporting and Analytics – Key Drivers in the Revenue Marketing Revolution

The era of the marketing department being recognized as a cost center is steadily waning, and a new age of predictable, scalable, revenue-driven marketing is upon us. This gargantuan shift in marketing philosophy marks a significant change in attitude about the role marketing and sales teams should play in an organization.

New and rapidly evolving technologies, coupled with the Pedowitz Group’s RM6™ methodology, are driving the Revenue Marketing™ revolution. The ways in which marketing strategies are planned, built, and executed, are shifting. But it’s easy for these efforts to become hindered by the amount of change required throughout the process. Challenges often arise as a natural part of the growing process. Thankfully, there is a way to mitigate some of that risk.

A New Conversation

If we are going to truly embrace the Revenue Marketing methodology, however, we need to re-structure the conversation. In order to become a results-driven unit, we need to make reporting and analytics the driver, not the destination (the destination, by the way, is revenue!).

Even before you launch a single campaign, you can – and should – begin reporting. Just as there is nothing traditional about Revenue Marketing though, there is nothing traditional about the way we should look at analytics.

On your Revenue Marketing journey, a database and systems health check is the first set of reports you should seek. Operational reporting is an absolutely critical step in driving change.

The Power of Data Analysis

In the story of Revenue Marketing, reporting is both the hero and the dragon. When automation tools integrate with powerful CRM systems, the true power hidden within our data is unleashed. With an expanded ability to dissect, manipulate, and examine our data in new ways, we begin to experience the chaos that an onslaught of information can deliver. Quite often, early reporting reveals any number of issues, from broken processes, poor communication among team members, lack of consistency, and the general bad habits that secretly sabotage our efforts. This kind of disruption can create a lot of discomfort and confusion, but it’s important to remember that any information is good information – if you know what to do with it.

Intimate knowledge of your database is what’s needed to drive a Revenue Marketing Strategy. Arguably the most difficult part of this is being honest about what our data tells us. The activity metrics that have long been the cornerstone of reporting are now just a single piece of the puzzle. Now that our data resides in integrated systems that communicate in real time, it becomes organic and will appear to take on a life of its own. Let it. Listen to it. Ultimately, we mustn’t try to control what our data tells us, instead, we must respond to it.

When you enter into your Revenue Marketing Journey™, you must do so with an open mind. Your marketing dialogue will evolve, you will be forced to review your data from new angles, and you will be tasked with relinquishing control of your results. It’s not as scary as it sounds. Instead of being held accountable for meaningless metrics, you will be able to focus on interpreting results and providing valuable feedback that the company can use to drive policy and product/service development, and that you will use to generate revenue.

Blog Written By: Alyssa Hewitt

Alyssa Hewitt is an Associate Revenue Engineer for The Pedowitz Group and a Marketo Certified Expert. With a passion for reporting and analytics, she loves to dissect data in an effort to better understand the genetics and behavioral tendencies of a lead database; knowledge that eventually translates to revenue-driven marketing strategy.

Behavior Modification for Marketers

“Insanity: Doing the same thing over and over again and expecting different results.” - Albert Einstein

  I see it everyday and especially during budget season. Marketing talks the game of connecting to revenue, marketing talks the game of aligning with   sales, marketing talks the game of wanting a seat at the table, but marketing is often not willing to change themselves in order to accomplish these goals. Too often I see marketing looking for a quick fix by obsessing about the latest piece of technology or the latest trend in marketing. What I see is a lot of talking and very little concrete change in behavior. Yet, we all know that to really change, we must change our fundamental behaviors.

Let me share a story.

A technique used by therapist to help modify many negative behaviors is the snapping of a rubber band worn around the wrist. When the person is faced with the choice of a bad behavior (eating that piece of cake or smoking that cigarette), snapping the rubber band brings them back to reality and can help them make a better choice. This technique helps the wearer become aware of the bad behaviors while learning new behaviors designed to improve their life. I used a similar technique for my own recent transformation.

In 2013, as a busy executive, I had let my health slip. The usual stuff, over-weight, over-tired and over-stressed. In July of that year, I decided to take back that control and knew I had to modify my behavior as it related to food and exercise. I joined a CrossFit gym (something I had done in 2004) and began working out 4-5 days a week – even with my hectic travel schedule. I stopped eating sugar and most grains, added organic whenever possible to my diet, and re-discovered how great food is as a fuel for your body, not just a hobby. The results were impressive in several areas. I lost weight and dramatically improved my strength, endurance, flexibility and fitness. I love Olympic lifting and found the strength training at CrossFit to be particularly effective. (I can clean 125 lbs and snatch 95 lbs). From a mental perspective, I found myself to be sharper at all times of the day, not just in the mornings. My stress levels decreased and I was no longer tired all the time.

The rubber band snap for me everyday was my daily weigh-in. First thing in the morning, I weighed and recorded my weight on a pad attached to my bathroom wall. This allowed me to be totally honest with myself and helped me to seek, learn and practice the good behaviors that allowed me to adopt a new life-style.

It’s All About Behavior Modification

When people ask me how I accomplished my transformation, I tell them – not from a “diet” and not from a quick fix, but from modifying my behavior. And, I have a list of specific behaviors that I live by. For example, I know that if I don’t shop for fresh and organic foods on Saturday, cook and test new Paleo recipes on Sunday, and have my refrigerator stocked with Paleo goodies on Monday morning, my week is not going to go well. This is a set of concrete, observable, and measurable behaviors. I know that I cannot go to McDonalds or any fast-food restaurant – it simply something I do not do. I also know that going to the gym is a behavior that I must do. I know that if I miss more than two days of working out, I am going to be in trouble so I plan my work-out every week. It is an appointment I place on my calendar. When I travel, I make time to work-out. When I book my flight and hotel, I also find the closest CrossFit gym, check out their hours and schedule in the time to visit a new gym.

How Will You Modify The Behavior of Marketing in 2015?

What I am really talking about here is a life-style change that is fueled by a new set of behaviors. Behaviors that are concrete, observable, and measurable. As marketing begins to transform from being a cost center to a revenue center, it is a life-style change and needs to be fueled by a new set of behaviors.

In 2013 I published Rise of the Revenue Marketer. The crux of the book is that as the role of marketing changes in relationship to revenue, marketing leadership is floundering on how to lead this transformation. I interviewed 24 marketing leaders who were having success in driving this transformation and the common thread across all of their success stories was how they changed their own behavior. Now, they did not go around wearing a rubber band on their wrist, but it wouldn’t have hurt. What they did do was recognize the new behaviors needed to be a new kind of marketing to the organization.

So, you have to ask yourself, are you practicing the behaviors that are going to transform your marketing group from being a cost center to a revenue center? If not, it’s time to take a behavior inventory. Make a list of behaviors that will produce the outcomes you need to achieve. Make a list of behaviors that are the “bad” behaviors and practice getting them out of your department.

Remember, talking the talk won’t get you there…you need action and a new set of behaviors.

Blog Written By: Debbie Qaqish

Debbie Qaqish is a Principal and Chief Strategy Officer at The Pedowitz Group. She is the author of Rise of The Revenue Marketer, a doctoral student, avid CrossFitter and is passionate about all elements of Revenue Marketing – especially the leadership required to drive transformation.

Contact: or


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