Client: Privately held B2B, mid-cap food ingredient manufacturer
Niche: B2B, Food, manufacturing, ingredient, chemistry, product development
Offering: Food flavor, ingredients and product innovation to the food industry
Engagement: Full VALCORT Services
25% growth year over year. Partnerships and technology innovations with client-industry leaders, to maintain leadership, loyalty, premium pricing.
The company culture generally shared the values and vision of the leader, specifically integrity, generosity, an entrepreneurial attitude, creativity, responsiveness and excellence. A vision was present in leadership but not widely understood. The presence of shared values within the culture created high trust internally and generated a spirit of passion and innovation.
While a strong vision for growth existed, it was not understood or shared across the organization. Without understanding, senior decisions were confusing and misunderstood. The organization was constrained by geographic reach, existing customer relationships, and internally-focused organizational structure.
The organization was generally servicing existing customers well, but missing focus on acquisition of new customers, a strategic growth plan and innovation platform to identify and acquire new customers.
Customers needed to develop and bring new products to market faster, but were unaware that FONA could be that partner. Customers didn’t know nor understand the creative and innovation the organization could bring to create new products. Perceived as a capable and reliable provider of food ingredients, this did not set them apart, however. They were often not perceived as unique or different.
Organization’s unique position in the market is their nimble, responsive, entrepreneurial mindset, a values-driven culture and mindset of innovation.
Because of its values, vision and culture, the company provides more value for the major food manufacturer looking for fast-track product and ingredient innovation.
Reorganize the company with the customer in the center of innovation cycle. Give customer access to key relationships in sales, R&D, innovation & fulfillment putting customer in the center.
Create business unit groups focused on market segments that could become top industry experts in that segment, providing greater insight, innovation and value to customers. Reposition externally as values-driven, responsive, with a unique culture, a global innovation leader.
Client: B2B Holding company managed business unit, Mid-cap legacy truck component/assembly manufacturer
Niche: B2B, transportation, manufacturing, component sales
Offering: Suspension and drive train componentry, parts, support
Engagement: Full VALCORT Services
Revenue increased by 30% in 24 months. Competitors copied positioning, employees invested in growth; Vendor invested major capital equipment in client’s facility assembly line.
Revolving door leadership over 10 years, created uncertainty, skepticism. Low morale and resistance to change. Organization was highly fragmented, no consistent customer engagement, pricing was commoditized with constant pressure for renegotiation.
Sales was focused on selling to same channel partners, not bringing value. While brand was highly recognized in the market, there was little innovation or value to drive new interest and capture new end user demand. No unique value proposition existed, services were haphazard. Plants were dirty, employees felt stuck.
End users and repair/support network valued legacy performance, trusted and purchased the brand.
Parts and support for competitors’ products were slow, back-ordered, disengaged. Competitor products were perceived as commoditized, low quality, low price. Industry practices of slow parts delivery created loss of revenue and ROI for end users.
Repositioning the company to deliver new and existing products known for quality, value and availability would create end user interest, address time requirements, build network support and demand.
Reinforce the CEO values of integrity, quality, excellence in performance to build morale and emerging internal leadership. Promote internal vision of pride in performance, education, and career development. Reduce product lines, reconcile and develop standardized pricing. Innovate new products to demonstrate leadership.
Create market awareness and positioning around unique promise of Quality, Value and Availability to differentiate, reposition for pricing to value.
Client: A 60-year-oldChristian ministry working with children in the U.S. and 107 other countries, with annual revenue in contributions and sales of $35 million.
Objective: To assist the organization in repositioning for significant growth over five years by focusing, prioritizing, and targeting ministry development opportunities in their ministry niche, including new levels of international expansion.
Rebranding of the organization, new national marketing and communications, and the launch of new programming. Strong national and international growth over five years. The Valcort Group just completed for the organization the development of a pilot for a new ministry program and is awaiting launch.
Conducted a full VALCORT strategic growth process. This began with a ROI diagnostic survey and intensive interviews and study on internal assumptions and external market dynamics. These projects uncovered the company’s opportunities and gaps. The Valcort Group did an in-depth analysis and made recommendations on vision and values, assets and associations, lens on the market, creative development of the organization’s value proposition, outreach and communications, relationships, and tracking. Established a detailed roadmap for implementation of findings and recommendations, and 25 initiatives for operational excellence and program growth.
Client: A niche industry B2B leader with $75 million in sales, 220 employees and operations and sales in 8 countries.
Project: Align two separate organizations under a single vision and new brand, including the core selling proposition. Develop a process to identify new markets that fit the company’s unique performance profile. Create a relevant communication strategy and brand message. Outline a roadmap for implementation.
Objective: To achieve focus and global/regional competitiveness through differentiation. Develop a pipeline of talent to support growth. Strengthen the company’s innovations. Focus on business adjacency, high ROI potential, and above average growth.
Company implemented three major Valcort recommendations: Unifying the company behind a single global positioning; changing the brand; and changing the way the company engages the market. The company implemented 23 initiatives in four areas: (1) operational changes, (2) new market development, (3) creating and launching a new brand, and (4) improving tracking against performance indicators and market trends.
Conducted a full VALCORT strategic growth process. This began with a ROI diagnostic survey and intensive management, market-facing, and staff interviews and study on internal assumptions and external market dynamics. A second phase researched the voice of customers, competitors, and markets. These data points and collaborative strategic insights uncovered the company’s opportunities and gaps. The Valcort Group did an in-depth analysis and made recommendations on vision and values, assets and associations, lens on the market, creative development of the company’s value proposition, outreach and communications, relationships, and tracking. Established a detailed roadmap for implementation of findings and recommendations.