How Were We Able to Clear a Full Inventory Within Just Three Months?
Clearing a large inventory in a short amount of time is a massive challenge for many companies. Often, the problem doesn't lie within the product itself, but rather in a lack of access to the right target group or the selection of a sales channel that doesn't align with the customers' decision-making process. This exact pattern emerged in our specific project: a strong product and high stock levels, but a sales strategy that failed to sufficiently reach relevant buyer groups. Our approach starts right there—with sound analysis, clear structure, and full responsibility for implementation.
We operate on a performance-oriented, entrepreneurial, and pragmatic basis. This means we don't just develop strategies; we execute them consistently, measure results, and optimize in real-time. This integrated approach to consulting and implementation ensures that our clients receive real results, not just concepts.
Why Do We Often Start Strategic Projects with a Workshop?
A workshop serves as a precise starting point to capture challenges structurally and sharpen the target vision together. It creates clarity regarding the factors influencing the current state and which potentials remain untapped. We examine both the internal perspective of the company—product benefits, positioning, existing channels—and the external view of the target groups. This shift in perspective is crucial, as many companies underestimate how much customer logic differs from corporate logic. Through the workshop, we create a common understanding of market requirements and identify the leverage points that promise rapid impact.
In the case described here, it quickly became clear that the product was absolutely marketable but was not visible where buying decisions actually occur. This insight formed the foundation for all subsequent steps.
What Was the Client's Initial Situation Exactly?
Our client had a large inventory offered through a single sales channel—one that was neither precise enough for the target group nor had enough reach to sell the existing stock efficiently. The consequence was a very slow sell-through rate that created increasing economic pressure. At the same time, there were clear strengths: an attractive product, clear benefits for buyers, and a good understanding of their own cost structure. However, they lacked a channel mix tailored to the actual needs and behavioral patterns of their target groups.
Together, we used the Genic Method to analyze customer logic and understand the decision-making structures of potential buyers. This step is essential because it allows us to think outward rather than inward—developing strategies based on real buying decisions instead of internal assumptions.
How Did We Identify the Right Sales Channels?
Once we understood how and where the target groups actually shop, we were able to develop a sales strategy that generated both short-term and long-term effects. Instead of a single, unsuitable channel, we relied on a diversified structure of targeted and strategically aligned measures. We found that two areas would have a particularly high impact: direct outreach to companies wishing to offer attractive benefit programs to their employees, and presence on specific platforms whose user profile matched the desired target group exactly.
Through our existing network, we had direct access to platform operators, which not only saved time but allowed us to negotiate and implement specific sales campaigns on short notice. Without this access, lead times would have been significantly longer. As it was, we were able to launch initial campaigns within a few weeks, leading to an immediate increase in sales figures.
How Did We Structure the Performance-Based Implementation?
In this project, we worked entirely on a performance-oriented basis—a model we consciously choose when the conditions are right and we are convinced that our work can achieve direct, measurable results. For us, performance-based work means taking responsibility: for the strategy, for the implementation, and for the success. It means we don't just provide recommendations; we act, optimize, and adjust until the goal is reached.
This approach is second nature to our team because we think entrepreneurially ourselves. We enjoy developing ideas, implementing them operationally, and accompanying them with real accountability for results. This difference in mindset—consultant versus entrepreneurial co-creator—is one of the main reasons our clients see tangible progress so quickly.
What Success Formula Made the Difference?
The success of this project was based on the consistent link between pragmatic consulting, genuine execution power, and precise alignment with the target groups. The combination makes the difference: strategies that are not only well-thought-out but also implementable. Measures that are not just planned but executed. Results that do not happen by chance but are the outcome of clear decisions and consistent implementation.
Ultimately, these steps led to the client's inventory being almost completely sold out within just three months—a result that impressively confirms the effectiveness of this approach.
How Can You Benefit from a Similar Approach?
If you are facing a business challenge—be it stagnant sales, sluggish sell-through, unclear target groups, or a non-performing channel mix—then a joint workshop can be the ideal starting point. There, we develop clear, market-oriented strategies, define concrete steps, and bring them directly into implementation. Upon request, we also work on a performance basis if the requirements are met. You benefit from structured thinking, intense implementation power, and a network that opens doors that would otherwise remain closed.
You can find further insights in the corresponding LinkedIn post.
