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Industry 07 · Logistics & Supply Chain

Growth for logistics and supply chain.

Logistics and intralogistics providers sell reliability, efficiency and integration. These qualities are hard to show and hard for buyers to compare.

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In short

In logistics and supply chain, operations, IT, procurement and management decide on solutions that reach deep into processes. We position providers through measurable outcomes and use cases, develop case studies and calculators that make the benefit tangible and build demand generation for the relevant target accounts.

  • Logistics
  • Intralogistics
  • Warehouse technology
  • Supply chain software
  • Transport solutions
  • Technical logistics service providers

01 · Starting point

Making the benefit visible before the project starts.

Intralogistics, warehouse technology and supply chain software change processes a lot depends on. Buyers need confidence that the changeover and operation will succeed.

At the same time, many providers make similar promises: more efficiency, more transparency, fewer errors. Those who show the benefit through concrete use cases and metrics stand out.

For logistics service providers, tenders and framework agreements are also strongly price-driven. Clear specialisation is often the best way out of price competition.

Typical situations

  • Promises similar to competitors
  • Long project lead times with many people involved
  • Price-driven tenders
  • New software or automation offering
  • Expansion into new industries or countries

02 · Buying process

Who decides and what matters.

Projects affect ongoing operations. Reference visits, simulations and pilot phases are common parts of the buying process.

Typical buying committee

Head of logistics and operations
Assesses processes, performance and changeover risk.
IT
Checks interfaces to ERP, WMS and TMS.
Procurement
Compares offers and contract models.
Management
Decides on investment and strategic benefit.
Controlling
Calculates payback and running costs.

03 · Focus areas

How we work in this market.

The Growth Architecture stays the same. The weighting and order of the disciplines depend on the market.

  • Strategy & Positioning

    Specialisation

    Prioritising industries, use cases and company sizes where you create the most value.

  • Brand & Authority

    Proving the benefit

    Case studies with metrics, reference visits and articles on planning and operation.

  • Digital Experience

    Calculators and use case pages

    ROI calculators, pages per use case and clear routes to a project enquiry.

  • Demand Generation

    Target accounts and events

    ABM for relevant shippers and retailers, trade fairs and webinars with follow-up.

  • Revenue Operations

    Project pipeline

    CRM with project stages, forecast and handover to project teams.

The full method is described on the approach page. Typical situations and the strategic response can be found in the playbook.

Frequently asked

Frequently asked questions from this market.

How do we show the benefit without naming customers?
With anonymised case studies that describe starting point, solution and metrics in orders of magnitude. For many buyers, traceability matters more than the name.
We win through tenders. What does marketing achieve?
Visibility before the tender. Those known early as a competent provider are more likely to be invited and can help shape the requirements.
Does ABM work in logistics?
Yes, especially with a manageable number of large shippers or retailers. Content per industry and role significantly increases relevance.

Further reading

Relevant services and next steps.

Working together

Let's talk about where you stand.

In a 30-minute first conversation we identify where your growth is stuck and whether working together makes sense. You then get an honest view of a realistic scope.

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