From professional audio and PA solutions to a roadmap for prioritising markets, products and actions.
Fonestar
Professional audio and PA solutions · B2B marketing strategy
01. The starting point
The feeling was of doing a great many things without being clear enough about how they contributed to the business, or where the effort should be concentrated.
Fonestar had an international presence, a broad product range and several sales channels. It also had a website, social media, content and marketing activity.
But it needed order.
The challenge was defining a marketing strategy to support its commercial objectives in Spain and its international development.
02. What had to be solved
We set three starting objectives: strengthening sales through the traditional channel, boosting own-design products and winning new customers.
To move forward, we had to understand what each channel needed, what role marketing should play and how to combine digital activity with commercial work.
The key question:
Where should the marketing effort be concentrated to better support sales?
03. How we approached it
Listen and analyse.
We held meetings with customers and with the sales team to understand the sales processes, the needs of the different people involved and the reality of the market.
With the sales team we worked on domestic and international customer profiles. We cross-referenced that with how much each segment contributed to sales, and grouped the channels by how they work and what they are meant to achieve.
In parallel, we studied the product range, brand perception, the competition, search demand, analytics and the digital assets.
04. What we did
We studied four connected areas: sales channels, product range, brand and communication, and marketing capabilities.
We reviewed everything from commercial processes and customer segmentation to how the catalogue was organised, the visibility of own products and how the website and social media were working.
We defined distinct marketing approaches by channel: supporting certain segments and designing tools to make commercial work easier and to develop lead generation and advocacy.
We turned the recommendations into an action plan organised around the brand, own products, sales materials and marketing activity.
The plan set out which assets were worth improving or developing, which actions could support each objective and what resources and investment had to be allowed for.
05. The result
The work took shape as a strategic report and an action plan: a shared reading of the situation, well-founded recommendations and lines of work tied to the commercial objectives.
Fonestar then had a basis for prioritising its marketing effort: which products to make more visible, how to support each channel and which tools and actions to consider next.
Order and clarity, to decide before carrying on doing.
