|
A manufacturer of specialist products served a variety of engineering applications. These included the construction sector, but it was only a niche market. Salesmen had to be generalists, dealing with many different customer types and not becoming involved in specification selling.
|
|
A manufacturer had neglected its specialist retailer channel, which was traditionally handled by distributors. With increased penetration from imports, sales into that channel had fallen significantly.
|
|
Two competing building product manufacturers were planning to merge and needed to launch a new image shortly after the merger was announced. Neither had a strong marketing department and confidentiality was necessary before the launch.
|
|
A member of an international group was due to be re-named and had the opportunity to change the form and style of its literature. It needed to understand how specifiers used literature and what they considered important design features.
|
|
A brick manufacturer wanted to develop an 'added value approach' to its house builder customers.
|
|
A Land Surveyor wanted to identify potential clients, so that it could adopt a targeted approach to promoting its services.Developing a sales approach amongst service staff
|
|
A heating products manufacturer’s operation included a service team. It wished to increase this team’s focus on customer service and also encourage them to sell-in other products and services when visiting customers or taking telephone enquiries.
|
|
A manufacturer of specialist high performance components used as part of a structural assembly wanted to reduce dependence of sub-contractors who often make the purchase decision. To achieve this they wanted to increase awareness amongst specifiers, ensuring their product was used. In this way they could increase demand and justify a price premium.
|
|
A manufacturer in the electrical industry suffered a significant fall in profitability and realised it needed to move away from price driven sales.
|
|
An international manufacturer of interior decorative products wished to ensure its spend on the provision of samples was providing a good return in each of its principal European markets and employed Competitive Advantage to conduct research.
|
|
A Contractor had reorganised and re-branded following a number of senior management retirements. Recognising the importance of personal relationships, they wanted to understand how clients, professionals and suppliers had reacted to the changes and the impact it might have on their business.
|