The high-performance product hidden in the catalogue.
The manufacturer already had a product that solved a costly problem for the right buyer. I helped make that value central to its positioning and sales conversation.
- Business
- Industrial manufacturing
- Engagement
- Transformation and advisory, roughly 18 months
Over roughly 18 months, company revenue grew from approximately €14M to €16M. The high-performance product line increased from around €2.1M to €3.8M, while gross profit rose approximately 40%. An existing product played a more substantial commercial role because the right buyers could better understand its value.
What the business needed.
The manufacturer initially asked for website localization to support expansion. At around €14M revenue, it was also facing price pressure from lower-cost imports. Looking beyond the translation brief revealed an opportunity to help buyers understand why part of the range deserved a premium.
Where progress was getting stuck.
A technically differentiated sealing product was buried in the catalogue and attracted little premium. For a buyer exposed to the cost of equipment failure, its reliability had a different value from the commodity comparison used elsewhere in the range. That buyer and the problem they needed to solve became the focus.
How I helped.
- I identified the buyers and use cases for whom the high-performance line offered the greatest value.
- I repositioned that line as a central reason to choose the manufacturer, bringing an existing strength into the commercial story.
- I directed the sales argument, brand narrative and localized materials so they explained that value consistently.
- I worked with the team on how to present the premium and support it in a buyer’s decision.
What changed for the business.
Over roughly 18 months, company revenue grew from approximately €14M to €16M. The high-performance product line increased from around €2.1M to €3.8M, while gross profit rose approximately 40%. An existing product played a more substantial commercial role because the right buyers could better understand its value.
The 40% describes growth in gross profit, rather than a 40-percentage-point increase in gross margin.
Where I took responsibility.
I led the commercial diagnosis, buyer focus and positioning of the premium line. I directed the sales narrative and localized materials, and worked with the team on presenting the premium. Product manufacturing and specialist production remained with the client and delivery teams.
Could this help your business?
If you are competing mainly on price, it may help to look closely at which customers value a particular part of your range most. I can help you find that connection and give your sales team a clearer way to explain and support a premium.
An anonymized engagement. Figures are rounded from client reporting and engagement records.
