An expert manufacturer found its potential to be acquired at risk when their business took a sudden downturn. Even more frustrating was the fact that, in order to make up for lost sales, they were trying to penetrate a new market. But, they kept coming up empty.
Find out how LeadGen.com helped them solve the problem and create the cashflow needed to ensure a smooth sale of the company.
The Problem
A 100-year-old Philadelphia-area manufacturer was an expert in “building large round
things” like pressure vessels, tanks, and high-end storage equipment for food
processors. But their business had taken a downturn, and they needed to penetrate
some new markets. This was complicated by the fact that the company was in the
process of being acquired, and the lack of new business was jeopardizing the sale.
What They Tried
Leveraging their experience in high-pressure processes, they tried targeting the power
generation market, but they couldn’t get in the door. They went after the utilities directly,
who told them to call the systems manufacturers. But when they went after the system
manufacturers, they told them to call the utilities. So the company ended up spending six
months and thousands of dollars for nothing.
LeadGen.com’s Solution
Through a mutual friend, the company asked LeadGen.com to take a look at the problem; and
several things became clear. First, the company was positioned poorly. They were trying
to sell on the basis of what they did, instead of what it meant for the customer. And they
were giving up way too soon in what turned out to be a very complex prospecting
process. LeadGen.com re-positioned the offerings, and developed a multi-pronged approach to
go after the systems manufacturers – targeting planning, manufacturing, resource
management and sales.
Results
When you’re selling large, complex industrial items, it doesn’t take a lot to have a big
impact. And when you find one need, you often find a lot of problems behind it – which is
exactly what happened. LeadGen.com got the company into two of the largest power gen
manufacturers, both of whom had critical shortages, and both of who placed large, early
orders for equipment.
The campaign assured cash flow for over two years, and insured that the sale of the
company would go through.