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Twinplast: unlocking growth through targeted sales strategy

Twinplast specializes in custom composite material solutions for various industries, including entertainment, automotive, construction, packaging, art, and pharmaceuticals.

Despite challenging years due to COVID-19 and the energy crisis, workflows have been optimized, new production techniques implemented, and a unique integrated custom manufacturing offering combining, 3D printing, milling, cutting and thermoforming with composed material and wood, as a key USP in the market.

The challenge

Using digital marketing, they already successfully increased the number of inbound inquiries. However, large, strategic projects remained out of reach. Being discoverable alone was not enough — Twinplast needed to proactively drive revenue growth.

Hiring a sales representative was ruled out, as no single person could possess the broad technical and commercial expertise required across all its target industries. Instead, Twinplast sought a partner to help identify and develop new business opportunities in high-potential target markets. The key questions were: 

  • Who are the lookalike companies of Twinplast’s best clients in the entertainment and construction industries and how can Twinplast leverage its new USP in these sectors?
  • How to increase their in-house share at existing customers?

What we did

  1. Targeted Market Approach
    We focused on two sectors where Twinplast already had a product-market fit: construction and entertainment. While some contacts existed, there was no structured approach to opening doors and engaging with the right decision-makers.
  2. Industry-Specific Positioning
    We developed two tailored commercial narratives for the two different industries:

    • Construction: On large construction sites, multiple parties handle different types of formwork. Twinplast positioned itself as a ‘one-stop-shop’ to enhance efficiency and coordination.
    • Entertainment: With the growing adoption of 3D printing in set and prop manufacturing, Twinplast presented itself as the go-to partner that takes full responsibility for production, allowing clients to focus on design and finishing.
  3. Competitive Analysis and Proposition Development
    Many companies already had suppliers, but the market lacked a player that could provide a fully integrated solution. This created an opportunity for Twinplast to differentiate itself.

How we did it

  • Brand positioning: Refine the positioning of Twinplast, while questioning its identity.

Brand positioning: Refine the positioning of Twinplast, while questioning its identity.

  • Target Market Identification: Identified and mapped the 20 highest-priority companies in the construction and entertainment sectors.
Target Market Identification: Identified and mapped the 20 highest-priority companies in the construction and entertainment sectors.

  • Go-to-market: Engaged directly with decision-makers: business owners in entertainment and project managers and business owners in construction.

Go-to-market: Engaged directly with decision-makers: business owners in entertainment and project managers and business owners in construction.

  • Unique Value Proposition: Pinpointed key pain points in both industries and adapted the value proposition accordingly.
Unique Value Proposition: Pinpointed key pain points in both industries and adapted the value proposition accordingly.
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The Results

Twinplast quickly gained traction. Within a short period, 15 meetings were secured from 40 targeted outreach efforts.

Sales efforts became more focused on the right audiences, supported by a clear and compelling value proposition tailored to their specific needs. Rather than hiring an additional sales representative, Twinplast optimized its existing team for business development, strengthening its market position and engaging with high-potential companies.

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