An HVAC services firm facing a new type of competition needed to find a niche in which to offer a differentiated service.

An industry that was previously fragmented between
a variety of specialty providers was converging as large facility managers moved down the value chain and bundled up a range of underlying services, disintermediating the company from longstanding client relationships.

The challenging economic climate was sending price sensitive customers to low cost, small local providers.

Client interviews and detailed win/loss case analysis revealed that the firm had confused the marketplace by trying to be all things to all people. We focused on understanding where they had been most successful and identified the market segments where this success could be leveraged and repeated. Then, we identified the services and features that were relevant to the target segment and reprioritized resources on enhancing differentiation in these areas.

With a clear target segment, the organization was able to focus more on opportunities that it could win and effectively marshal resources where they could have the greatest impact. The positive morale created after winning the first major deal in months became a powerful source of continued momentum.