Logistics Competitor Research Case Study shows They Were Not Ready

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Logistics Competitor Research Case Study Told Them They Were Not Ready For Battle

This post describes a Logistics Competitor Research case study that told them they were unprepared for battle. It’s a Competitive Intelligence case study. The article presents how our services provide more certainty. And the confidence for significant supply chain business.

You know how

You know how you supply materials across the UK to a network of distribution centres? And you are getting very good at it. You start picking up other organisations’ stock. And you think, why not offer this logistics network to other companies? But it’s a different market with new challenges. So you need a detailed market analysis of their potential industry. And more certainty on a key competitor.

What we did

A UK material supplier asked us for a Competitive Analysis. We looked at their established competitor within European logistics to understand how its value chain was structured, isolate their competitive advantage, strengths, and weaknesses, and reveal their future growth strategy.

What is Competitive Intelligence?

Competitive intelligence is the finding, sorting and critical analysis of information. To make sense of what’s happening and why. Predict what’s going to happen and give the options to help you control the outcome. Competitive intelligence offers certainty, competitive advantage, insight, growth & security.

This is what they got

We found that their competitor was well-run and well-funded, and its brand is intrinsically linked to the sector.

Their new branding strategy focused on their number “4” in logistics management. Their services are the default setting for many UK construction contractors. And they got an understanding that:

They found out some interesting Intelligence

  • The competitor works hard visiting sites, contract managers and construction directors—boots on the ground. 
  • At a more strategic level, they see themselves as the experts in the market. At the forefront of shaping future government legislation.
  • Their key customer base and the main routes they operate.
  • They secretly contracted out a manufacturing process they claimed to manufacture in-house. 
  • It also makes extensive use of its parent company’s German operation. 
  • Over the next few years, it will focus on building a network of larger distribution centres and combining all its smaller operations into more extensive regional operations. 
  • They rely on outside support for their drivers, which is a severe problem for its expansion plans. They have a poor reputation with drivers.
  • Despite the public persona, they don’t have an aggressive sales team. 
  • Buyers and transport planners specify them out of habit, and they lack knowledge of trusted alternatives. 

And there’s more

  • They have tried to improve their management team, but the company appears steady and perhaps complacent. It is currently finding being busy too easy (compared to others). 
  • Work is routine, and the management is stuck in its ways of doing things. 
  • Anyone with ambition has to move elsewhere to progress. 
  • Recruitment is pretty flat, suggesting they are replacing employee chums. One exception was the new Operations Director tasked with bringing everything together. 
  • When we visited, our impressions of the business supported this. The whole site was not very energetic, and the staff we spoke to were less than enthusiastic about their business. 
  • Analyse if traffic flow suggested they had around 30 daily routes at the sites we visited. An average of 5 of these routes go to European destinations.
  • They have several marketing initiatives that they are developing constantly. They are preferred because they offer a certain quality, and buyers have always used them. It’s a “Better the devil you know” situation.
  • Its marketing created the image that the company appeared to be an expert. It has an active sales process, but its 7 to 10 people will struggle to cover the entire UK. 
  • A realisation that the company was not ready for battle.

And the result was

The result was that they took many of our suggestions. Allowing them the confidence to offer their alternative superior, innovative services. We gave their sales teams up-to-date battle cards detailing:

  • Landmines to use
  • Objection handling
  • Quick dismiss
  • Why we win
  • Why do they buy from them
  • And why do we lose

Logistics Competitor Research Case Study Shows They Were Not Ready

They could challenge the perception that their competitor was the expert. And some targeted headhunting would benefit the business. Focusing on their massive accounts would disrupt their competitor. They needed to invest in local salespeople and rely less on top-level sales. They required a “bottom up” relationship development. Because that’s where you find the people who ordered their services. They had to get them on the side and build trust. Our client sees us as part of their team, and we can do the same for you.

And we can do the same for you.

We offered a Logistics Competitor Research case study told them they were not ready for battle.. It is a Competitive Intelligence case study. The article presents how our services provided greater certainty. And a solid growth strategy for a major UK supply chain organisation.

We have changed some of the names and numbers.

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