Go-to-Market Strategy for an Israeli Plastics Company
Backround and Challenge
Client tried to enter the Turkish and Spanish markets, however both attempts were less successful than expected due to insufficient pre-entrance research and local competition
Despite the plastic segment’s steady growth, it captured less than 6% of the global market
While the preferred strategic move was manufacturing in Israel and exporting to the US, preliminary findings showed that this was economically unfeasible
The industry is highly competitive. There are big players with high brand recognition and small players with aggressive pricing strategies
Their direct competitor, who had similar technologies and product portfolios, had already entered the US market, therefore had first-mover advantage
Tools & Methodologies
Performed a market sizing exercise with a deep dive into key industry verticals and geographies
Conducted Interviews and surveys with industry experts and customers to understand the needs and desires of the market
Employed mystery shopping to secure the competitor’s price lists and customer service approaches
Determined the target geographic area based on demographic factors, prominent client organizations, competition and distribution landscape, as well as cost of doing business
Employed Blue Ocean Strategy to construct the current and future value curves of the client to carve out an uncontested market space
Drafted strategic scenarios and their financial and operational implications
Received management and board approval of the selected strategic alternative
Outcomes
A thorough report of the US market for plastic pallets from both the supply and demand perspectives was prepared
A tailored Go to Market strategy was designed and then approved by management and the board of directors
A list of potential partners for manufacturing and distribution was compiled