Synopsis: Roofing Manufacturer – Needs-Based Segmentation Strategy

Our client, a manufacturer of roofing shingles, was exploring ways to grow his business. He asked QDI to help him better understand the market and identify opportunities where he could grow.

QDI focused its research on understand the contractor, as they were the ultimate buyer and decision maker for the vast majority of purchases.  QDI consultants conducted interviews with contractors across different geographic areas (urban, sub-urban and rural) and large versus small.

The research looked into how they ran their businesses – how they sold their services, how they managed their work and how they worked with their suppliers to be as efficient and effective as possible.  QDI consultants led a discovery conversation that explored in depth each operation within the contractor’s business to see how his business was impacted by our product or our distributors’ service.

The research identified a few key areas that our client could leverage to grow his business, but the most significant finding was that research pointed to job management as a key differentiator between contractors.

We learned some customers needed morning job site delivery while others required afternoon warehouse delivery. Each customer required a different type of sale with different pricing.  This identified the possibility of developing marketing programs that would target “morning” and “afternoon” customers with separate offerings and managing sales to balance the mix of work so that our client could use the same logistics system to handle both morning and afternoon deliveries.

The net effect of this strategy was that our client was able to become more price competitive because of the logistics efficiencies and more profitable as he both grew sales and increased his overall profit margin.

We helped our client, a roofing shingles manufacturer, save money by appropriately marketing to two segments.

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