of these components in one software program was instrumental in facilitating a rapidly expanding enterprise with the capability of enabling businesses to realize a marked improvement in its underlying environmental management without any detrimental fiscal effects. In order to accomplish this, Entropy International utilized a unique business strategy. At the heart of this strategy is the notion that there is a singular vision throughout the organization. This vision serves as a guiding force for strategic planning and incorporates the necessary components for the systematic expansion of Entropy’s customer base and its quest for the lion’s share of the market.
One of the most significant focal points of Entropy’s business strategy is a dedication to addressing the needs of the customers. In so doing, the management of Entropy ensured that in developing their product, the customer was consulted first and foremost. As a direct result of consulting with the customer and obtaining feedback, Entropy was able to develop a product which satisfied the current needs of its customers and the up-and-coming needs of the market. Secondary to its focus on product development was its commitment to sales and marketing. Entropy was able to realize a great deal of success by expanding its marketing and sales force. In so doing, the company went from one full-time sales person in 2002 to a complete sales and marketing force consisting of three dedicated marketing and five sales managers. The marketing and sales managers worked to procure contracts with new organizations by utilizing an in-house software product which coordinates the sales process. This software has been very effective in that it has been responsible for a 40% sales conversion rate for leads and a 60% rate for proposals. These figures far exceed the current market rates.
An integral part of Entropy International’s business strategy is its relationship with governmental bodies. In 2002 Entropy