Selling measurement, running on anecdote
A €600M industrial technology company sells instruments that turn physical conditions into numbers. About its own market it had anecdotes. We asked 9 plant operators across 3 regions the same questions in the same order.
Everyone could say no and nobody could say yes
A €500M European building products maker could not choose a low-carbon core for its sandwich panels. We benchmarked 13 candidate materials against one set of four tests, cut them to 4, and set out 3 routes to adoption.
A sales force cannot survey a market it does not serve
A €5B mining technology company set out to grow beyond large miners. The evidence it needed sat with distributors, competitors and customers, not in its own account base. We spent 8 to 10 weeks collecting it.
Map the flow before you move the fleet
More than 3,000 public voyages, sorted into one picture, produced 25 routes worth chasing and a 40% sales uplift opportunity the carrier could not previously see. None of the underlying data was secret.
The biggest research budget was not the most inventive
ContentsOverviewCounting what competitors publish, not what they doThe two themes that behave in opposite waysResearch spend does not predict inventionWhat the leaders […]
Seventy six plants, seven of them running
ContentsOverviewThe pipeline is not the marketDemand was modelled, and the assumptions are the modelWhat it costs to build oneThe near term pull […]
The market data did not exist, so we built it
ContentsOverviewThere was no data, and that is a findingA small market, concentrated in one countryWhy the client is not in the other […]
The acquisition came with a trading book
ContentsOverviewA parent that cannot forecast its own consolidated incomeWhat the data actually supportedOil moves the wrong way, which is the interesting partThe […]
The highest score was not the first call
ContentsOverviewThe question was who to call, not what to sayWhat the score saidThe two things the score could not seeWhat the client […]
Stop selling to the big producers
ContentsOverviewThe product was better on almost everything that did not decide the saleThe trap in fixing the insulationThe cost arithmetic, which decided […]
The channel did not know the product existed
ContentsOverviewThe question was willingness to pay. The method was not a pricing method.Three industries, three different answersThe finding that was not about […]
Finding the company was never the problem
ContentsOverviewThe brief sat in one stage of the sales process, deliberatelyWhat the numbers actually wereThe constraint was contact details, not company identificationWhich […]