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In our research, we discovered that suppliers thought of SMART as room-ware but users were experiencing something much more valuable. So we mapped out the things they
valued and articulated a value proposition that was consistent with the customer experience. Once we had mapped out where SMART was and where it needed to be to win in this market, we developed the strategy to get them there. Market share rose from 39% (2002) to 59% (2007) in a market that quadrupled in size over the same period. |
The market for classroom voting systems goes back thirty years and in 2004 there were 18 competitors. TurningPoint, a new arrival then needed a winning strategy to compete and win. We helped identify the job people would value it to perform (not Voting), mapped out what was important to them and worked with the product team on the best strategy to get to and own that place. Pricing, partnerships, business model, distribution, branding and promotion were all developed in line with this positioning. It went from 0% share to 22% in a market that grew 30% year on year. |
