For business-efficient service, no agency with a centralized physical office can match the low overhead possible with the virtual model. With Milani, 97 percent of our clients' investment in PR pays directly for projects and initiatives, not office space, administrators and countless meetings. This approach results in fewer PR dollars spent on administration and more on delivering meaningful results.


Milani Marketing and Public Relations works primarily with small and start-up companies in the field of enterprise software. This niche focus allows us to stay current with the latest information and trends and offer our clients a higher quality level than agencies that service multiple and varying industries. Our strategists and writers all have rich backgrounds in enterprise technology and are well respected by industry analysts in the US and internationally. We have longstanding relationships with the major influencers who shape the industry. Leveraging our network of journalists, editors, and analysts, we ensure the market clearly understands what makes your company and its products the best solutions available.


Milani uses a "virtual office" approach in order to provide service that is high both in quality and in flexibility, to a degree not possible using a traditional agency-in-an-office-suite business model. The virtual model enables us to draw on experts in enterprise software, no matter where they may be located. Because our team members work from their own offices, they can be available during our clients' business hours, no matter what the differences may be in local time zones, and come to your offices when meetings are necessary.


The Milani virtual agency model offers the best ROI and affordability for small to medium-sized companies, including start-ups with limited budgets, and should be the model of choice for any company desiring the absolute best "bang for the buck" from their PR agency. Because our staff members work from their own offices, the virtual model dramatically reduces agency overhead costs. For business-efficient service, no agency with a centralized physical office can match Milani's low overhead. With Milani, 97 percent of our clients' investment in PR pays directly for projects and initiatives, not office space, administrators and countless meetings. We can price our process and approaches to match, spending less on administration while dedicating more productivity or "quality time" to each client.


Understanding business and cultural differences in the global market is absolutely required for productive cross-cultural projects, and has become a key part of Milani's expertise. We've had the pleasure of helping a number of foreign-based companies introduce their products successfully to the US Market. Milani understands that making an assumption everyone thinks like we do in the US can seriously hinder progress by foreign clients seeking U.S. market recognition.

Both the PR team and our client need a grasp of the cultural and business differences separating them from real penetration in the US market, but gaining that understanding quickly is a process with which Milani has experience. In a cross-cultural context, very often PR's main contact will be not solely with marketing oriented staff, but rather directly with the client's president or CEO and CTO. So-called "c-level" officers often approach things differently from their staff, so bringing them an awareness of what PR does and how it relates to corporate goals in North America is an ongoing commitment Milani makes outside the realm of invoiced project execution.


Whether you call it accountability or responsibility, at Milani you can expect tangible results. Our highly organized and business-efficient method and process eliminate wasteful spending and ensure you get the most from your budget. Selected solely from senior level professionals, our PR consultants deliver results you can actually see and measure. At Milani, our dedicated focus on your interests means we succeed best when your success allows you to outgrow our agency.

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