Acquiring new customers and generating new business are among the top pain points in the packaging industry. Yet these efforts rarely fail due to a lack of will or a poor product. What is missing is the logic of a systematic process and the lack of integration of strategic building blocks. In the first part of our two-part article series, we highlight the five key stumbling blocks in new business development that you should absolutely avoid. In Part Two, we will then focus on the systematic development of a new business pipeline.
Traditional growth models and business development through existing customers have reached their limits. They struggle to gain traction in a market characterized by uncertainty and stagnation (see also our article from last year; link).
At the same time, the strategic importance of acquiring new customers is growing. For many companies, however, this is a tough nut to crack, and all too often they try to crack it with blunt tools. Many initiatives fizzle out or drag on fruitlessly for years.
The crux of the matter is rarely a lack of will or a poor product, rather, it is the absence of process logic and the failure to integrate strategic building blocks. Back in September 2025, we highlighted ten key aspects of how business development, sales, and marketing can succeed.
In a two-part series of articles, we want to delve deeper into this using key dos and don’ts and distill them into practical advice for your business. In the first article, we’ll start with what you should avoid.
Five Key Pitfalls
Stumbling Block #1: Lack of Strategic Focus
Many companies start with market analyses or segmentations but fail to establish clear priorities.
Typical consequences:
- Market segmentation lacks a consistent focus.
- Too many segments are addressed simultaneously.
- A necessary assessment of attractiveness and fit is missing.
- Available resources are spread too thinly.
As a result, there is no clear target market. Energy and budget are diluted.
Stumbling Block #2: Unclear Positioning and Market Logic
New business is often approached without a differentiated positioning.
Typical characteristics:
- The positioning lacks clear target segments.
- Product adjustments are made without any strategic market rationale.
- There is no clearly defined value proposition.
- There is no focus on segment-relevant purchase criteria.
As a result, the messaging remains completely interchangeable. The crucial differentiation does not emerge.
Stumbling Block #3: Lack of Organizational Embedding
Too often, new business is treated as an initiative rather than a structurally embedded task.
Typical consequences:
- There are no dedicated resources.
- Clear responsibilities are lacking.
- New business is merely an “add-on” to day-to-day operations.
- The necessary adaptation of processes and structures does not take place.
As a result, projects get bogged down in day-to-day operations.
Stumbling Block #4: Insufficient Market Intelligence and Lack of Clarity on Target Customers
Many companies enter markets without having a sufficiently precise information base.
Typical characteristics:
- There is no structured market intelligence.
- The target customer lists are unclear and/or far too broad.
- Relevant contacts are not identified.
- There is no segment-specific reasoning framework.
- Communication remains vague.
As a result, despite the often significant effort involved, this leads to an extremely low success rate. The pipeline remains vague.
Stumbling Block #5: Oversizing or Lack of Operational Control
With this stumbling block, two extremes are often observed.
Extreme 1 is characterized by:
- Oversized strategic projects
- Long analysis phases without market entry
Extreme 2 is characterized by:
- Reactive action without active steering
- No management sparring
- No ongoing performance monitoring
As a result, new business development is either too slow or uncoordinated.
In the second part of this series, we’ll share practical insights and show which activities are truly essential for successful new business development, and what’s unnecessary or excessive. To help you implement these successfully, we’ll provide you with six concrete strategic process building blocks.
