1975 As president of a business-to-business catalog company, Vic Hunter pioneers a number of industry practices including: electronic customer databases, measurement and tracking systems, information architecture, and continuous improvement learning.


1982 High tech companies, faced with sales and marketing structures that cannot effectively respond to the rapidly expanding customer bases and rapidly falling prices look to catalogs as a solution. In response to this demand, Vic Hunter establishes a consultancy, Hunter Business Direct, to help these companies establish catalog divisions and works with the Direct Marketing Association, to define B-2-B as a specialized form of marketing, and support B-2-B conferences and courses.


1985 The migration of computers and supplies from the “glass house” to the desktop combined with field sales forces, catalog divisions and multiple channel partners created channel chaos and conflict. In response, Hunter pioneers integrated sales and marketing solutions driven out of customer defined preferences. These approaches substantially increased customer value and satisfaction while simultaneously lowering sales and marketing expense. Many of the tools, models, principles and approaches developed at this time continue to be industry accepted practices.


1990 Leading schools and researchers begin to quantify the correlation between customer loyalty and business results. Hunter Business Direct, in conjunction with Harvard Business School, pioneers the application of customer loyalty processes to the business-to-business segment and builds it into its capabilities.


1995 The internet begins to emerge as a significant force. Hunter recognizes that the internet, by its nature, is direct marketing and as such requires adherence to measurement and continuous improvement in order to succeed. They begin to weave the capabilities of the internet into loyalty principles and integrated marketing solutions.


1997 Customer Relationship Management (CRM) gets co-opted by software manufacturers who underestimate the behavioral and specific context requirements. Customer management directed at earning customer loyalty is interpreted as a technology solution and the sustainable benefits of managing in ways that earn loyalty fail to take root and fail to produce the anticipated business results.


1999 Hunter Business Direct acknowledges the industry shift from direct mail marketing and in response changes its name to Hunter Business Group.


2000 Quality improvements on the production side of business begin to reach their limits in terms of driving growth and profitability. Companies increasingly recognize the need to grow the customer sides of their businesses with the same levels of professionalism. Hunter helps clients bring measurement, process discipline, and professional management to the customer side of clients’ businesses.


2006 Hunter Business Group celebrates 25 years of excellence in the B2B industry.


2007 Began measuring loyalty of customers as an economic measure.


2008 Focus on the client’s customer as an Asset, with investments to grow the asset value.


2010 Built and launched customer direct marketing programs to pull business through channel partners.


2012 Began programs to recruit and certify resellers.


2013 Built model for Organic Revenue Growth into a standard protocol.


2014 Transition of Customer Centers to integrate rules-based cultivation into customer prospect management.