Fundamentals
Shaping the position before anything is designed.
Services
All-parts. No-gaps. Full-service. Take the whole programme or only the pieces you cannot resource internally.
Fundamentals
Research · Strategy · Planning
Ingredients
Brand · Messaging · Content
Executions
Roll-out · Web · Campaigns
Amplification
Demand · Awareness · Measurement
Shaping the position before anything is designed.
Every engagement starts here, because the internal view of a market and the buyer’s view of it are rarely the same document. We interview the people who specify, the people who sign, and the people who said no. That last group is the most useful and the least consulted.
What comes back is usually uncomfortable. The feature engineering is proudest of turns out to be table stakes, and the thing nobody put in the brochure is what closed the last three deals. Better to find that out before the identity work starts than after the catalogue is printed.
What’s included
In a considered purchase, persuasion is expensive. A segment that takes eleven months to close and reorders once is worth less than one that takes six and reorders every quarter, even when the first has the better-known logo.
We segment by application and by trigger event rather than by company size or industry code, because two plants of identical size in the same sector often buy in completely different ways. The output names the segments you should decline, which is the half most of these exercises leave out.
What’s included
A position is a claim narrow enough to defend in front of an engineer and broad enough to still be true in three years. Most industrial positioning fails the first test immediately — quality, service and innovation survive no scrutiny at all, because every competitor claims them too.
Portfolio architecture decides what is a brand, what is a product line and what is only a part number. Get it wrong and every decision downstream inherits the error: naming, packaging, the sales structure, eventually the way the business is organised.
What’s included
Industrial marketing plans usually fail because they are built on a calendar the customer does not share. If the cycle runs three quarters, activity assessed at week six is measuring noise and calling it performance.
We build the plan backwards from the decision: what has to be believed, by whom, in what order, and which asset does that work. Budget follows that sequence rather than a channel split agreed in advance.
What’s included
The brand and the content that carries it.
Industrial identity has a harder job than consumer identity. It has to survive a muddy job site, a bad print run, a distributor’s own template and translation into four languages. Elegance that only holds up on the pitch deck is not a system.
Tone is the harder half. Technical audiences punish vagueness instantly, but they do not reward jargon either — they reward precision. We build a voice that can carry a tolerance and an argument in the same paragraph.
What’s included
A single message aimed at the customer fails everyone in the room. The specifier wants to know whether it fits. The finance director wants to know what it costs over ten years. Procurement wants to know whether you will still be trading when the warranty matters.
We write one proposition per role and test them with real buyers before anything is designed around them. Messages that survive that conversation go into the system. The ones that do not get rewritten rather than defended.
What’s included
Over a long cycle, content is not campaign fuel. It is the argument, delivered in instalments. A lifecycle-cost model, an application note or an honest page about what the product will not do is still working eighteen months after it is published.
Everything is built to be reused. The same technical substance becomes a web page, a datasheet, a stand panel and a sales attachment. Writing it four separate times is how content budgets quietly disappear.
What’s included
Most manufacturers cannot show what they make actually working, which is precisely what a buyer wants to see. Component makers have it worst: the product spends its life inside somebody else’s product, invisible.
We shoot on site with the machines running, in the conditions the product actually lives in. Studio work where the product earns it, factory work where the credibility is.
What’s included
Putting it into the market.
A brand that exists only in the guidelines is not a brand. The work is in the roll-out — signage, vehicles, packaging, workwear, stands, distributor collateral, and the hundred small applications nobody thought to plan for.
We specify and manage that roll-out, including the awkward parts: what happens to acquired companies, to legacy names customers still ask for, and to the distributor who has been using their own version of your logo for eleven years.
What’s included
Most manufacturer websites are organised the way the company is organised: divisions, then product families, then eventually something a buyer might have been looking for. A buying committee does not arrive already knowing your structure.
We structure by application and by role, with the specification a buyer needs one click from the claim that prompted it. Fast on a weak connection, readable on a phone in a plant, and built so an engineer can specify you without having to call anyone.
What’s included
Most sales collateral is never used, and the reason is not mysterious: it was written for the company rather than for the conversation. A tool survives if it settles a specific objection at a specific moment.
We build with the sales team rather than for them, then check whether it gets opened. Anything unused after a quarter gets cut instead of reprinted.
What’s included
A stand costs the same whether visitors walk past it or stop at it. The difference is decided months earlier, in what the stand is for and who you have already arranged to meet there.
We treat a show as a campaign with a before, a during and an after. Most of the value sits in the third of those, and it is the one usually left to whoever has time the following week.
What’s included
Creating and measuring demand.
Demand generation designed for software cycles fails in industrial markets. A buyer who will decide in nine months does not want a demo this afternoon. They want evidence they can circulate internally without having to defend where it came from.
Programmes run always-on rather than in bursts, because the trigger event — a failure, a new line, a regulation, a supplier letting them down — arrives on the customer’s schedule and never on yours.
What’s included
Bursts have their place: a launch, a show, a new territory. They work when they sit on top of a running programme, and they fail when they are mistaken for the strategy itself.
We run both and stay explicit about which is which, so a quiet month of burst activity is not read as a failing programme — and so the always-on work is not quietly defunded to pay for a stand.
What’s included
Most industrial leads are not lost to a competitor. They go quiet. The project stalls, the budget moves, nobody follows up, and eventually the CRM marks the deal cold and everyone agrees it was never real.
We build the plumbing that keeps a slow lead warm without pestering it: sensible sequencing, routing to a real owner, and enquiry handling that answers a buyer at eleven at night rather than on Monday morning.
What’s included
Attribution across a nine-month cycle with six people involved is not solvable, and pretending otherwise is how marketing loses the trust of a board. We measure what predicts pipeline instead of what is convenient to count.
The report should fit on one page and end in a decision. Leading indicators — specification requests, sample and datasheet downloads, returning accounts, distributor-originated enquiries — are worth more than a monthly traffic total that nobody acts on.
What’s included
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