Tools that deliver value and sell.

It is a methodology created by Diego Martinez that turns software, a service or infrastructure into a marketing piece. That piece, the RVT, delivers recurring value to the consumer, brings together attraction, interaction, nurturing, conversion and retention, and converts sales as a consequence of utility.

No. Marketing tools are the systems a team uses to do marketing: CRM, email automation, ad managers, analytics. ToolMarketing flips the logic: the tool itself is the marketing. It is used by the consumer, not the team, and it is the tool that attracts, builds the relationship and sells.

In this methodology, lead capture is one possible function of the tool. Planning also covers recurring utility, relationships, offers and retention, measured through usage and commercial results. Other strategies can cover these functions too; here they are organised around the RVT and its criteria.

In the digital scenario. Both use software as an acquisition asset: a calculator, a simulator or a diagnostic that attracts people through use. That is why a digital RVT can use Engineering as Marketing techniques in how it is built.

It is closely related to digital RVTs. An engineered tool can support sales of different offerings. ToolMarketing sets out a framework for software, services and infrastructure through FIRE, SPAT, AINCR and CGGO, without assuming other approaches cannot use recurring value or conversion.

A free tool can attract, support repeat use, nurture, convert and retain. It can be an RVT when its implementation meets the methodology’s criteria; free access alone does not determine that classification.

A digital RVT can take the form of a landing page with functionality. This site uses landing app as a descriptive label for that format. The name alone does not determine lead capture, recurring use or sales: RVT classification depends on the implementation meeting the methodology’s criteria.

Freemium is a model of free access with paid options. PLG is a growth strategy driven by product usage. ToolMarketing organises the RVT and its operation through FIRE, SPAT, AINCR and CGGO. They can combine and overlap: a free tool can support recurring use, sell services and participate in a PLG strategy. These outcomes are not exclusive to RVTs.

No. It is a methodology of its own that can complement what the business already does: content, funnels, landing pages, paid and organic traffic. An RVT can be the destination of a campaign or the reason for a consumer to come back after a purchase made through another channel.

No. It can be software, a service or infrastructure, or hybrid, like a digital tool launched by a QR code in a physical space. It can even be something simple, like a bike shop that leaves tools available for free use. What matters is the function: solving a real problem repeatedly and operating as a marketing piece.

Behaviour, not identity. The tool observes use, it doesn’t watch the consumer: it relies on anonymous tags and local storage to personalise the experience without collecting sensitive data. That intelligence is what makes good offers possible.

Implementation is tailor-made with Diego Martinez. Use the “Apply it to my business” button or any contact button on this page.

The methodology organises three scenarios: Software as Marketing, where people interact with a system; Service as Marketing, where a service delivers value; and Infrastructure as Marketing, where a facility delivers value. The scenarios can combine. This scope is a feature of the proposal, without implying that other strategies cannot operate physically, deliver recurring value or generate sales. Differentiation should consider the framework and criteria applied rather than presumed exclusivity.

A free sample alone defines neither PLG nor a Recurring Value Tool. It lets someone try a product before deciding to buy and can support acquisition or a launch. An RVT provides utility that remains available and gives consumers reasons to return without having to buy, with relationships and offers planned around that use. The distinction lies in the recurring function and its operation, rather than simply giving something away.

Software usage makes recording and automation easier. For services and infrastructure, a business must plan how to track interactions, visits, returns and purchases. Staff records, access counts, QR codes, tags or cards may help, depending on the need. A supporting system does not turn a service into software: classification depends on where consumers receive the main value. The application must also fit staff time, costs and the capacity of the space.