Client Problem:
The Vice President of Sales at a space management products manufacturer (movable walls, temporary floors, and buildable wall blocks) needed to adjust their go-to-market strategy from 90% first-time digital ad-driven sales to more diverse, less costly revenue sources. While digital ads had worked until now, their cost had inflated and their effectiveness had diminished.
The company had a solid core of products and high satisfaction but had not segmented its customer base or used its previous customers with a strategic approach to drive repeat or larger sales.
What I did:
I started with a month-long review of the business to learn the products, company, culture, and the VP of Sales’ strategy. I quickly identified the need to back the VP of Sales strategy with a product marketing approach that would segment by customer use cases and apply them against identifiable segments.
The VP of Sales wanted the ability to execute a repeatable plan against market segments in the future and provide a business case for hiring a resource for the plan. To meet this requirement, I identified a single segment and defined the steps to begin targeting it. This allowed them to see the steps required and understand how to execute them.
Outcomes:
- Implementation of a playbook for targeting new market segments.
- Hired a Product Marketing Manager to execute the strategy going forward based on the job description and requirements I provided.
- Diversification of revenue sources based on updated segment-specific positioning.
