To acquire a trade magazine, a marketing agency owner bypassed complex valuations. He calculated his own cost-per-subscriber for his newsletter, multiplied it by the size of the magazine's email list, and made an all-cash offer based on that simple, tangible metric.
Instead of bearing the high cost of hosting its own conferences, a trade magazine partners with existing industry events. They produce a co-branded special print edition for the event, selling ads into it and sharing the revenue with the event organizer. This creates a new revenue stream without the financial risk.
A real estate agent built his blog by analyzing national trends, like a New York Times article on Starbucks' effect on home values, and applying the data specifically to his small town. This approach created unique, hyper-relevant content that his local audience shared widely.
An agency owner found that saying 'yes' to every client request created a confusing 'Frankenstein of services.' He simplified his business to focus solely on Facebook ads—the service that delivered the best results and longest client retention—which dramatically improved his agency's focus and efficiency.
A new real estate agent without listings blogged extensively about other agents' properties. His detailed posts provided so much value that they often outranked the official listing agent on Google, even for searches of the agent's own name, driving significant traffic to his site.
A marketing agency acquired its industry's largest trade publication not to become a publisher, but to create a powerful lead generation engine. Owning the trusted media source for his target clients (real estate agents) provided an unmatched top-of-funnel strategy, driving high-quality leads directly to his agency.
To circumvent Facebook's strict housing ad targeting, a marketing agency used a two-step funnel. First, they ran a broad, non-real estate video ad to a specific neighborhood. Then, they retargeted people who watched the video with their actual housing ad, effectively creating a hyper-targeted audience despite platform restrictions.
The owner of Canada's only real estate trade publication is delaying U.S. expansion. He's choosing to solidify his monopoly and become the 'big fish' in his home market rather than becoming a 'little fish' in the crowded U.S. market where his brand has no equity and he'd face established competitors.