Taylor Kartavicius

A local biotech manufacturing company was frustrated with the lack of qualified leads and their website's modest conversion rate of 2.4%.

We interviewed the current customers to discover their underlying motivations for choosing our business over the competition, especially in a highly fragmented and competitive market. We then backed up those qualitative insights with data from Google Search Console, Google Analytics, Hotjar, and SEMrush.

In our interviews, we uncovered several commonalities. We learned the language of the industry, so we could "talk shop" with the customers on the website and advertising copy and developed a more robust understanding of who they were, what they valued, and how they ultimately chose our business over the competition.

The task was launching a software web app with zero marketing budget, with the help of the cofounder and some initial beta testers. We strategically targeted a specific niche audience for the voice-activated tool. By really focusing on efforts on one segment, we gained substantial initial tracking. I also set up social listening tools for relevant keywords and jumped into conversations happening online to help guide them towards our solution. We built a solid initial list to launch the product using these strategies.

The software was initially targeting everyone in the industry. The lack of specificity led to vague marketing copy and a target market that was way too broad.

We conducted customer interviews to understand the customers and why they chose our business in a highly fragmented market. They showed that many of our customers were younger, smaller offices that appreciated a startup-like company. They enjoyed that our team could respond quickly to their feedback and resonated with a scrappy team, mainly because they, too, were competing against well-funded corporations.

Using these insights, we repositioned ourselves only for small practices, making changes to the website copy and our ads. We rallied against a common enemy, the big players taking away local jobs. As a result, we reduced our customer acquisition cost, and we were able to reduce churn, as we were ultimately better suited for these smaller customers.