You can't fix manufacturing sales strategy with a new email prospecting program alone.
You can't create a digital marketing strategy for industrial sales by starting a blog and running some ads.
You can't conceive and execute a digital strategy for manufacturers without really understanding global markets, business trends, finance, and technology trends.
Developing a manufacturing strategy is a creative journey that will challenge some long-standing assumptions. It will touch on your markets, products, financial model, workforce, customers, sales and marketing.
It's exhilarating....but it's more than hiring a sales trainer or marketing agency.
Sometimes. Actually, often.
But that's not where we start. Lots of inbound marketing agencies talk of experience in manufacturing and capital equipment, boast of sales training capability, and offer to make marketing easy.
And none of it matters if you're not making the right products to sell to the right buyers in the right ways.
We normally start at the beginning.
But how do you know that's what you need?
In most cases strategy needs to be clarified. Then, with an understanding of buyers, a sales process identified.
Your sales team might be perfect, or they could be ill-suited for the requirements regardless of training.
And even if everything else is properly developed, you might need a sales consultant instead of a sales trainer.
I'm biased - because I know the threads that I pull together to make it work.
But in answer, I'd say:
We'll plan that together.
But make no mistake. This is the CEO/president/GM's project.
There will be input from team members and senior staff, but this is about planning the direction of your company.
The business strategy framework that I use takes concepts from lean manufacturing and manufacturing process best practices and applies them to manufacturing marketing and industrial sales.
Continuous improvement in revenue growth means taking a manufacturing system view of the entire growth system.
But I disagree.
This may mean we're not a good fit.
But let's back up for a minute. Is there any chance that your customers, or your customers' customers might see an opportunity to use it?
Then it will impact your industry.
Maybe it doesn't replace your factory, but it could certainly change how your customers run theirs.
It's crazy to ignore it.
We'll be able to figure out where you are, where the market's headed and how to adjust course to close the gap pretty quickly - 3-4 months
But if the answer is an acquisition, and you will need a year to digest that, it will take longer. Similarly if you have to turn over most of your sales and marketing team, hire new R&D talent, build new partnerships, etc., then the execution of the strategy will take time.
Because it's misused.
And that misuse is a clear and immediate signal that the people doing so simply don't understand what strategy is.
Tactics are the steps you execute in pursuit of the big picture strategy.
When someone talks about manufacturing sales strategy or digital marketing strategy and jumps in anywhere downstream from your market, just run away.
Probably in the range of $100K in advisory services over the course of the first year.
Additional resource requirements (staff, technology, etc.) additional.
As customer expectations of B2B industrials evolve, the integration of manufacturing best practices into revenue growth strategies is not just beneficial; it’s essential. This approach requires a holistic understanding of manufacturing strategies, supply chain dynamics, and customer satisfaction. By analyzing successful manufacturing strategy examples from the manufacturing industry, we can glean insights into how these practices can be leveraged to enhance revenue growth.
A successful manufacturing strategy is often characterized by its ability to create a competitive advantage. This advantage is born from efficient manufacturing processes, a robust supply chain, and the agility to adapt to market demands. These elements are critical in ensuring that a business operates at peak efficiency. Just as raw materials are the lifeblood of manufacturing, a well-oiled supply chain is the backbone of effective market distribution and customer satisfaction.
We can apply the same mindset to revenue growth, from buyer research and prospecting, through the sales process and customer satisfaction.
In the manufacturing industry, the end goal is not just to produce but to satisfy the customer's needs and expectations. This principle applies equally to revenue growth strategies. New manufacturing strategies often focus on enhancing product quality and refining production processes. Just in time manufacturing and agile manufacturing are examples of how responsive and efficient production processes can lead to higher customer satisfaction, thereby driving sales and revenue.
In today's digital age, the use of innovative software and appropriate technology is pivotal in both manufacturing and revenue growth strategies. Advanced technology enables more efficient manufacturing processes and offers tools for better market analysis, customer engagement, and sales strategies. Organizations should invest in technology that aligns with their competitive priorities and contributes to their competitive edge.
That's why technology is one of four pillars in my ORE Framework.
The organizational structure plays a crucial role in executing a successful manufacturing strategy. This structure must be designed to support improvement efforts and foster a culture where companies tend to innovate continually. This same structural approach is essential when applying these principles to revenue growth. Departments must be aligned in a way that supports both the manufacturing and sales objectives of the company. It's critical that marketing and sales are not just aligned and mutually respectful, but largely integrated.
Manufacturing strategies are never static; they evolve through continuous improvement efforts. Similarly, revenue growth strategies must be dynamic, adapting to market changes and evolving customer needs. Competitive priorities should be regularly assessed and refined to maintain a competitive edge.
Manufacturing strategy examples from leading companies in the manufacturing industry can provide valuable insights. These examples often highlight how companies have leveraged their manufacturing capabilities, supply chain efficiency, and technology to not only improve product quality but also to enhance their market presence and revenue.
In conclusion, a new manufacturing strategy aimed at revenue growth should encompass a holistic view of the business. From optimizing production processes to ensuring customer satisfaction, every aspect of the manufacturing operation can contribute to a stronger competitive position in the market. By applying these manufacturing best practices to revenue growth strategies, companies can achieve a sustainable competitive advantage and long-term success.