Project Description

Challenge: Inconsistent income. No clear message. Feast or famine cycle. Spending on ads that don’t work. No idea where good clients come from.

Industry: Commercial Printing | Location: Birmingham | Challenge: Marketing & Product Strategy

The Situation

David and Lisa had run their print shop for 15 years. They’d survived the decline of traditional printing by adapting—adding promotional products, signage, vehicle wraps.

But the market was shifting again, and they were floundering.

“We’re getting enquiries for things we don’t do, and the things we’ve always done are dying,” David explained. “We need to figure out what to sell before we become irrelevant.”

The Problem

The print industry had changed dramatically:

  • Traditional print work declining year-on-year
  • Customers going direct to online print services for basic jobs
  • No clear strategy for which new products to invest in
  • Trying to be everything to everyone
  • Marketing budget wasted on generic “we do printing” ads
  • Competitors offering the same confused range of services
  • Revenue flat for 3 years despite working harder

They had the equipment, skills, and customer relationships. What they lacked was a clear direction.

What Changed

We worked together over four months to rebuild their product strategy and positioning.

First, we analysed their existing customer base to find patterns. Turns out, their most profitable work came from three specific segments: local hospitality businesses (menus, promotional materials), small retailers (point-of-sale displays), and trade shows (exhibition graphics, banners).

We ditched the “we do everything” approach and repositioned around these three niches. Rebuilt their website, rewrote their marketing, focused their service offerings.

Then we tackled the product range. Instead of trying to offer 47 different products, we identified 12 core offerings that served their niche markets and actually made money.

We built a referral partnership strategy—connecting with event planners, shop fitters, and hospitality consultants who regularly needed the specific services David and Lisa offered.

The Result

Eight months later:

  • 35% revenue increase
  • Profit margins up (focusing on higher-value work)
  • Stopped competing on price for commodity printing
  • Three established referral partnerships generating steady work
  • Marketing budget reduced by 40% (more focused, more effective)
  • Clear product roadmap for next 2 years
  • Staff clearer on what they’re selling

“We finally stopped trying to compete with online print factories,” Lisa said. “We’re not cheaper than them, and we never will be. But we’re better at solving the specific problems our customers actually have. That’s worth paying for.”

Where They Are Now:

David and Lisa have expanded into custom packaging for local food producers—a natural extension of their hospitality work. They’ve hired a sales person focused solely on their three target markets. Revenue is up 52% from when we started. They’re not trying to be all things to all people anymore.