In pitches and conversations, it’s striking that customers and prospects have an outdated view of the company. They ask if something “is also possible,” even though it has been at the core of the offering for years. Customers are more likely to view competitors—whether comparable or smaller—as market leaders. The sales team spends part of every conversation correcting assumptions rather than addressing the customer’s actual needs. At trade shows and events, the organization is categorized in a way that no longer reflects reality. Meanwhile, within the organization, there is a very different self-image: broader, more advanced, with a clearer position in the market than the external perception suggests.
For us, repositioning doesn’t start with figuring out what an organization would like to be. We first examine the current perception: how customers and prospects describe the organization, what they compare it to, and where that differs from how the organization sees itself. Then we determine which position aligns with its ambition and is credible based on what the organization is already capable of and what customers value about it.
Next, we examine what it will take to make that positioning visible. Sometimes this mainly requires a different narrative and different content. Sometimes the visual identity needs to change as well. And sometimes the problem lies precisely in the way the sales team presents the offering. We bring these elements together so that the new image is not only conceived but also reflected in the places where customers encounter the organization.
An outdated image costs more than just a bad first impression. It influences who an organization is compared to, what budget a client has in mind from the start, and which candidates even consider applying. As a result, an organization may end up in selection processes where it no longer belongs, or conversely, may not be invited to bid on projects that are now an excellent fit for it. A challenger is still treated as an underdog, even if it has since become a key player in the market.
If an organization does not adjust its positioning on its own, the existing perception often persists longer than desired. Meanwhile, competitors with a clearer narrative can more easily claim the position the organization itself wants to occupy. Repositioning is about determining what position an organization wants to occupy and whether its current narrative, communication, and image still reflect that position.
