Sales had flattened despite numerous initiatives over the past few years. I was charged with establishing a strategic plan to grow sales.

1. Project status
1
Material Handling Machine
Portfolio Modernization
By Mark Philion

2. 2
Material Handling Machine
Portfolio Modernization
By Mark Philion
Situation:
Sales had flattened despite
numerous initiatives over the past
few years.
First Action:
A first ever of it’s kind
commissioned study
provided a comprehensive review
of one of our legacy marketplaces
where
The findings were startling:
❖The primary competitor had
been investing in innovation and
building a strong service
component.
❖Additionally, true market size
was finally determined and it
was uncovered that we had a
modest 25% market share.
Primary competitor possessed
the remaining 75%.
Mission:
Build a strategy to capture share.
Second Action:
Determine precisely what the
market wants.
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3. Position Paper
3
Voice of the Customer
Secondary Research
was commissioned to identify the
Top 10 Needs from OEMs

4. Position Paper
4
Integrate
into existing
production
line
11
Easy accces
for repairs
10
Minimize
unscheduled
downtime
10
Increase
automation/l
ess labor
intensive
10
Increase
volume
output
9
Scheduled
PM and
operator is
notified
8
Pinpoint
machine
failure
8
Deliver
machine
performance
data
7
Energy
conservation
6
Improve
Sanitation
4
Executives and Field Sales
Were asked to rank survey these top ten
findings on what they believed were customer
wants/needs (our internal bias).
We then interviewed a
statistically large enough
industry cluster with my new
methodology.

5. Position Paper
5
Two questions
were the most revealing
1) How important is each feature to your future plans on
a scale of 1-10?
2) How satisfied are you with OEMs current ability to
satisfy you on a scale of 1-10?

6. Position Paper
6
The Market Satisfaction Gap
➢ Identifies what features the market will pay a premium for.
➢ When importance is high and satisfaction is low.
➢ >30% is statistically where the value proposition begins.
The data shows that the most important issue for which they want
solutions is to help them improve the sanitation of their plants.
When leadership and sales ranked these features, “sanitation” was
literally the least important thing to focus on. As you can see on the
next slide, if we had listened to ourselves, our top emphasis would
have been on what the market considers least important to their
success.

7. Position Paper
7
Executive and Field Sales
understanding of market needs was inaccurate.
Our Opinion Market Opinion
Integrate into
existing
production line
Improve Sanitation
Easy accces for
repairs
Pinpoint machine
failure
Minimize
unscheduled
downtime
Minimize
unscheduled
downtime
Increase
automation/less
labor intensive
Energy conservation
Faster Run Speeds
Easy accces for
repairs
Scheduled PM and
operator is notified
Deliver machine
performance data
Pinpoint machine
failure
Integrate into
existing production
line
Deliver machine
performance data
Increase
automation/less
labor intensive
Energy
conservation
Scheduled PM and
operator is notified
Improve Sanitation Faster Run Speeds

8. Position Paper
8
Executive Summary
This methodology allowed us to correctly
prioritize portfolio resources on the features
that hold the strongest ROI.
These are the features that the market has
specifically and undeniably identified as to
what they will pay a premium for.
A note:
My professional career has been on a steady path to acquire skill sets focused on growing revenues in
multiple scenarios. A narrow focus with a substantial depth of capabilities. From research to strategy to
execution; I love working on any or all of the process.
When I deliver significant value:
► When growth is slowing or stagnant
► When you need to enter a new territory
► When you have been out maneuvered by the competition
► To grow you businesses swiftly after a merger or acquisition
► When you have lost / are about to lose a significant portion of their business and need to move
quickly
This philosophy stems from my training as a Marine Corps Officer. Marines carry the reputation of getting
the job done because we intentionally continue to train on mission-centric new abilities. Marines
deliberately are assigned roles that support their professional development.
From research to strategy to execution, I am a new market growth expert and would be a strong
contributor to your growth plans. Maybe we can arrange to meet?
Respectfully,
Mark Philion
651.245.8591
markphilion@gmail.com