When a company, product or brand is experiencing barriers in the marketplace and it’s hard to envision the path forward, look to customers for the answer.
Take the Goliath scenario, for example. It’s a situation we’ve frequently encountered with clients, where one competitor commands an overwhelming share of the market and everybody else is fighting for scraps. In cases like this, conversations with customers, prospects and end users can reveal vulnerabilities on Goliath’s part that present an opening for a challenger.
PeopleNet was a case in point. A provider of end-to-end mobility solutions for long-haul fleets, PeopleNet is an industry leader today. But when we began working with them several years ago, they were struggling to gain traction in an industry dominated by a Goliath with 80% market share.
During our launch discovery process, customers told us that the industry giant had become complacent, losing its focus on innovation and customer service. That insight presented an opportunity for PeopleNet to showcase its customer-centric innovation. We focused on that fresh approach with a relaunch themed “The New Route.”
Taking our cue from the customer focus that differentiated PeopleNet from the competition, we put customers at the center of the campaign. This approach resonated both in tone and substance, and results were impressive. Following its relaunch, PeopleNet pulled into the fast lane, realizing double digit growth. They continued to build upon their customer-focused positioning, capturing and sharing users’ stories as “Voices from the New Route.”.
After several years of expanding market share and continued growth, PeopleNet was acquired by Trimble, a global company known for spotting best-in-breed performers.
Sometimes customers give you important emotional insights, if you read between the lines. This information can help unlock strategies for breaking through in a tough market situation.
When medical device manufacturer ATS started working with us, they had a single product—a mechanical heart valve. Growth opportunities seemed limited, because market interest in that particular category of valve was perceived to be flat or declining.
In a series of interviews with cardiac surgeons, we realized that all was not well with these customers. With treatment protocols shifting to nonsurgical interventions, they were losing business to cardiologists. They felt sidelined and undervalued by suppliers—maybe even a little vulnerable. The opportunity for ATS: Win with a rebrand that turns a laser focus on the wants and needs of cardiac surgeons.
We worked with the client to create a new kind of conversation with cardiac surgeons, developing advertising, communications and sales tools that connected with surgeons by demonstrating a clear understanding of what matters to them, and spotlighting their passion for the work they do. The result: ATS went from 2% to 15% market share, using that momentum to expand its portfolio of products for cardiac surgeons.
Confirming the theory that it pays to listen to—and focus on—your customers, ATS was acquired by Medtronic seven years after the relaunch, for $380 million.
The moral of these stories: If you’re looking for direction in a tough market situation, customers often know best.
