The Challenge: A specialty-packaging manufacturer was performing at half of its revenue projections five years after it was acquired by a $10 billion diversified corporation.

Assessment: Blue Canyon’s analysis found that the company’s sales efforts were based on product attributes, rather than its key benefit of reducing the damage to high-value products. Insights emerged from our analysis of the determinants of profits for this firm’s customers, its competitive strengths and weaknesses, and its potential options for product extensions.

Strategic Solution: Blue Canyon developed a new sales model to respond to customer needs. The team also built a new marketing strategy and sales plan based on damage reduction, developed an economic model for sales executives to use, and recommended three major market opportunities that fit well with the firm’s competitive advantage and growth goals.

Results: The client modified its organization and product development process and began tailoring its product, focusing on the most attractive new market segments.