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I led the effort to re-define the brand’s go to market strategy with the leadership and marketing teams. Defining our niche in supply chain technology then creating messaging that resonated with the market has helped the company gain a pipeline of work in our intended space.
As our company continued to expand, we needed to better define our market value — something that any growing business needs to constantly evaluate. The demand for our traditional product development chops was changing. Many of our clients had in-house teams building products themselves. We needed to better define our expertise and market niche so the value we brought to the table was clear.
As a premium brand, we needed to find a better fit for our talent, expertise, and price point.
Although we were constantly evaluating and evolving our business, we set aside strategic time between the leadership team in 2022 to map a clear position. Working with the CEO and CRO, I created an inventory of our current work and pipeline, assessed and classified past work, and researched market opportunities.
We decided to focus on the retail supply chain, starting with the challenges in transportation / distribution. Given the disruptions caused by the pandemic, “supply chain” had become a household word. With our depth of experience in both retail and transportation/logistics, and many of our new deals addressing some sort of supply chain technology, our position was clear.
Planting our flag in the supply chain was just the beginning. We now needed to define what, specifically, we would solve, who we needed to target, and what messaging would resonate with them. Our strategy team conducted deep-dive research on the current market and defined four distinct areas of supply chain data and technology we needed to focus on.
My team then interviewed several clients (current and past) and industry experts to get a better understanding of who our client would be and what their most important challenges were to solve. This first-hand research was extremely valuable in our decision-making and persona development.
Once we narrowed down who we’d be targeting, we developed primary and secondary personas. Our three primary personas became our immediate focus. How would we build out content, marketing, and messaging to appeal to them?
After defining these personas, we shared them with the entire growth team so we’d all stay aligned on who we were talking to and how we should speak to their challenges.
Next up was messaging. We had been evolving much of our content to focus on data and retail, so we knew we could build off that.
But we also knew the supply chain tech space was crowded. We needed to speak directly to the challenges our niche was facing, evoke emotion, and communicate clear value.
Problem statement + UVP:
Your supply chain is complex. Disruption is endless. There's no room for another failed tech investment.
Tame the chaos in your supply chain — we’ll help you identify and implement data-driven technology that will actually prove ROI. Twice as fast as you could alone.
Positioning Statements (long and short):
RevUnit is a technology studio that helps supply chain clients identify and implement data solutions that actually prove ROI.
We build data and tech solutions for the supply chain.
Key Benefits:
Top-tier talent to give you a leg up.
Services that speed up time to value.
Leave your team better than we started.
Expertise in end-to-end supply chain.
We also defined the value of those benefits to clients and proof of how we’d provide them.
With our new positioning defined, we then rolled it out across all of our channels. We started by first walking the company through everything internally. Beyond a single meeting rollout, we knew this change would take time for everyone to absorb, so our People team scheduled “lunch and learns” for several months to educate around this new(ish) space for our teams.
My team then turned our focus on updating our marketing and sales materials to reflect our new position. We created a new site architecture and added new pages to establish more of our expertise (and get some future SEO juice).
We also started attending more retail, T&L, and supply chain focused events – sponsoring for thought leadership where we could. This allowed our sales and leadership teams to get face time with potential clients and continue to learn about the space.
Once we had a solid foundation of content, the new messaging was consistent across our materials, and our teams were more confident to speak to the challenges in the space, we refined our targeting and marketing campaigns to address this refined audience.
Just four months after the external rollout of our new positioning, the majority of our pipeline consists of supply chain-focused work.
Collaborators:
Danny Estavillo, CRO | Growth Strategy, Positioning
Mason McClelland, Dir. Strategy | Research
Courtney Ulrich Smith, Dir. Strategy | Research
Emily Rinde, Sr. Manager, Content | Content Strategy & Messaging
Bri Suitt Allen, Sr. Marketing Manager | Campaigns & Nurture
Elise Belcastro, Marketing Manager | Persona Development & Campaigns
Patty Montoya, Marketing Ops Manager | Paid Campaigns
Jackie Aguilar-Vega | Design
