Repositioning a manufacturer after a series of acquisitions

Having acquired ten companies in five years, CFS needed to clarify their combined value proposition and accelerate growth.

CFS’ strategy was unique, having acquired enough companies to provide full production line solutions to the world’s largest food producers. However, many of the acquired companies continued to operate independently, missing opportunities for cross- and up-selling. Most importantly, the fragmented approach also allowed smaller competitors to challenge CFS with individual pieces of equipment.

We clarified this situation, developed positioning scenarios and, with input from key participants in their value chain, developed a positioning strategy that would unite CFS and change the game. The keyword of the strategy is “performance.” Specifically, CFS is focused on increasing their customers’ business performance.

Whether providing an individual machine or a complete production line, CFS helps customers recognize and achieve lifecycle performance. From improving yield and hygiene to reducing costs and time-to-market, no competitor can match the range of performance goals CFS can address.

Company description

CFS is a leading global provider of machines and materials for preparation, marination, processing, slicing and packaging of meat, poultry, seafood and cheese products. (EUR 450m in sales, 2,200 employees)

Quadric scope

Positioning strategy
Visual identity
Internal training and communications
Global launch communications

Outcome

Smooth launch of the new positioning strategy, including full identity change
Accelerated rollout of business strategy
Improved financial performance