The established growth model of the packaging industry relies on nurturing existing customers. However, the “farmer” model has passed its zenith. The current situation requires a ‘hunter’ who can attract new customers. The transition is not easy, but it is necessary – and possible. We will show you the three key success factors, which questions you need to ask now and how you can strategically, structurally and culturally align your company in a targeted manner. This also includes the “New Business Check”. One thing is clear: if you focus wisely today, you can grow in a targeted manner tomorrow.
The established growth model needs an update
In the article “Stagnation. Uncertainty. Expired growth model.” we shed light on how growing with existing customers is losing its effectiveness in the face of stagnating markets and increasing uncertainty. In an environment characterised by volatility, complexity and uncertainty, tried and tested approaches are no longer sufficient to achieve sustainable growth. The established growth model of the packaging industry needs an update.
Many companies recognise this change. As mentioned in the first article, our surveys show that the further development of existing customer relationships is strategically relevant for 87 per cent of companies. At the same time, 79 per cent also rate the acquisition of new customers as central to their growth. This view is held despite the perceived risk being five times higher than with the traditional approach.
Three factors for successfully acquiring new customers
This uncertainty is understandable. Acquiring new customers requires different structures and different processes – in short, a different way of thinking. It’s about turning from a farmer into a hunter. But how can this shift be achieved? Three success factors take centre stage.
#1 – Strategic positioning
If you want to win new customers, you need to be clearly positioned. The key questions are:
- What specific added value does my company offer?
- What sets me apart from the competition?
- Is my positioning aligned with what the target customers actually perceive as relevant?
A clear and differentiating strategic positioning based on the company’s own strengths is the basis for a credible market presence and the foundation for sustainable growth.
#2 – Market segmentation and focussing
Markets and customers are heterogeneous. Successful companies recognise this. They use
segmentation to take a differentiated view of the market. This enables them to respond more specifically to needs. The key questions are:
- Which customer groups are particularly relevant for me?
- Which segments are growing and which are stagnating?
- What are the specific requirements of the different target groups?
Those who understand their segments, can act in a more targeted manner and be more successful. For example: If a baker wants to supply kindergartens, he should adapt his product range and communication to the needs of this target group and not just bluntly offer his typical portfolio. This fundamental realisation also applies in our industry.
#3 – Structures, competences and market intelligence
Good products are indispensable. But acquiring new customers requires more than just good products. It needs:
- a team with a hunter mentality
- customised processes and structures
- suitable channels such as digital sales solutions, platforms or data-driven marketing
- and above all market intelligence. The key questions here are: Who are my potential new customers? Which markets offer me potential? What arguments can I use to convince them?
The ability to recognise market opportunities and address them is the decisive prerequisite for gaining a competitive edge.
Asking the right questions
The right answers do not come by chance. Companies that want to develop further should first ask themselves the right questions.
- For positioning:
- What do I currently communicate as my market and brand advantage?
- Does my positioning reflect what my customers consider relevant?
- Market segmentation:
- How do I segment my customers and markets?
- Does my company have clearly prioritised segments for sales and marketing?
- The product portfolio:
- Are my products suitable for the target markets?
- Does my product development take account of market trends and customer requirements?
- For communication:
- Does my website achieve conversions?
- Is my added value clearly communicated?
- On sales performance:
- How has my performance developed in different segments?
- Which segments are overperforming or underperforming?
- Organisation & skills:
- How well is my organisation positioned to win new customers?
- How do I use and generate current market information?
Conclusion: Win new customers – but with a system
The transition from farmer to hunter is a necessary step. If you want to attract new customers, you need to align your company accordingly: strategically, structurally and culturally. A structured analysis of the greatest opportunities and blind spots in your own current market development will prove helpful.
Some companies successfully start this process with a compact, focussed workshop format – for example in the form of a New Business Check. This format helps you to visualise the key levers for developing new business relationships. And it provides orientation for the next steps. Because one thing is certain: if you focus wisely today, you can grow in a targeted manner tomorrow.
