If you want to make it to the top, you need a clever marketing and sales strategy. The customer's brief is clear: “I want to offer new or complementary products, but I need a powerful go-to-market strategy.” The key to a successful market entry concept lies in brand awareness, product quality and a well thought-out, neuro-strategic approach. Heike Linnemann's successful client case for a start-up in the beauty tech sector shows how companies can achieve these goals.
The starting point for success: brand and product
Two of the most important factors for sustainable business success are a strong brand and a convincing product. If potential customers associate the brand name with values that are relevant to them, such as innovation or efficiency, and at the same time a product is delivered that meets these requirements, the probability of market success increases considerably. However, this basis alone is not enough - great brands and good products often get lost in the mass of competition if there is no clever market entry strategy, the so-called go-to-market strategy, behind them.
The central question is therefore not only “What do I offer?”, but also “How do I reach the target group with my product in such a way that they are immediately enthusiastic?”
Insights from the Case
An innovative start-up in the beauty tech sector was faced with precisely this challenge. They needed to successfully launch their unique product on the market in a highly competitive cosmetics segment. This is where Heike Linnemann came into play. With her experience in strategic growth, marketing and sales, she introduced decisive changes:
- Interdisciplinary collaboration: Weekly, cross-functional meetings ensured that strategic projects were prioritized more strongly. This led to greater clarity and faster decisions.
- Data-driven optimizations: Campaigns such as performance marketing were continuously improved based on KPI analyses in order to reach new target groups in the long term.
- Focus on neurostrategic marketing: Heike Linnemann revised the brand positioning and value proposition and brought a deep understanding of the consumer into focus. The aim was to create not only cognitive impulses, but also emotional ones. Customers don't just buy a product, they “buy” the story surrounding the brand.
- Price and promotion strategy: Adjustments to the price positioning and promotion strategy ensured that the brand was able to achieve higher market penetration even independently of sales promotion measures.
- New boost for marketplace presence: The change in the Amazon model from vendor to seller brought dynamic growth.
the result
Record sales, the best Black Friday result in the company's history and massive sales increases in the Beauty Devices (+43 %) and Cosmetic Products (80 %) divisions. Heike Linnemann also manages to land an investor
Success factors of a Go-to-Market-Strategy
The key to this success lay in the clearly structured and comprehensively implemented go-to-market strategy. The strategy resembles a precise plan based on two fundamental questions:
- Which customer groups am I addressing and what are their pain points?
Among other things, Heike Linnemann relied on qualitative and quantitative studies to understand the needs of the target group. This knowledge was specifically used for communication and offer strategies.
- How can I place my message effectively and emotionally?
Neurostrategic approaches in marketing are a real game changer. The aim is to pick up the target group on an emotional level before rational purchasing decisions are even made. Playful visuals or a brand value story that conveys trust and innovation are examples of this.
Why marketing should rely on neurostrategy
Our brain is programmed to react to emotional stimuli. Messages about safety, excitement, belonging or innovation activate instinctive decision-making mechanisms. Heike Linnemann's approach at the beauty tech start-up illustrates how important these emotional triggers are. The new, clearly communicated brand message ensured that products were not perceived as consumer goods, but instead meant an enhancement of their quality of life and ritual care in the eyes of users. In short, the brand appealed to the head and the heart in equal measure.
most important lessons learned
- A brand can only grow if customers can be reached and convinced.
- Demand-oriented go-to-market strategies - based on consumer understanding - are the linchpin for market penetration - from addressing consumers to price and distribution.
- Structured and data-based processes enable sustainable improvements, even with limited resources.
- The focus on customer centricity and neuro-strategic marketing turns a brand not just into a solution, but into an experience.
Conclusion
Is the market highly competitive? Yes. Can success be planned despite tough competition? Absolutely. The case mentioned above has shown that a brand requires a good product, but that this is not enough. A consistent strategy that optimizes its strengths and communicates them in a targeted manner. Interim managers like Heike Linnemann pave the way for this change and provide companies with the drive they need to turn promising opportunities into real successes.
Have you clearly defined your go-to-market strategy and have the resources to implement it in a targeted manner? If not, now is the time to tackle it. It's worth it. We will be happy to support you. Get in touch with us: office@top50interim.com oder +41 (0)41 412 02 02.
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