A campaign launched at entry into the Polish market
The client is part of an international group with a strong position in Western Europe, but in Poland its brand was only beginning to build recognition. The manufacturers who could deploy its system did not know it by name, and reaching them meant mapping the market from scratch and identifying, in every plant, the people who decide on the ERP system. This is exactly the layer that consumes the most time in the long, committee-driven cycle of selling industrial systems.
The client remains anonymous because MSGA operates directly inside its structures, on its domain, and on its behalf. Below are the real operational results from this engagement.
Who it is for
A vendor of its own proprietary ERP system for manufacturers, part of an international group with a long-standing position in Western Europe. The solution is a single, fully integrated environment covering production planning, shop-floor operations (MES), quality management, CRM, and finance, replacing the need to stitch together multiple separate tools. The system serves manufacturing plants in automotive, plastics and rubber processing, foundry, and machine building.
The challenge and the idea
Scope: reach Polish manufacturing plants considering a replacement or a new ERP rollout, in a market still at the stage of building awareness of a new brand. Challenge: selling the solution required a conversation about production processes right from the start, so all prospecting and qualification fell on the head of the newly formed branch alone, making him a bottleneck and draining his time into operational work. Idea: separate the upfront operational layer from the actual sale and take it over on the branch head's behalf, freeing him to close contracts.
What we did
We operated on behalf of the head of the Polish branch, who at that point was building the company's market position single-handedly. We built a communication framework from scratch that captured the technical depth of the system and this person's tone, so that every message read like it came from someone who understands the realities of the shop floor, not from a software salesperson.
We then identified, from scratch, the Polish manufacturing plants that met the criteria: companies considering an ERP replacement or rollout, in industries matching the client's profile. For each one we drafted a separate brief and checked buying signals, using public market sources and analysis of plant-level data. Pinpointing the right people took substantial analytical work, because the ERP decision involves a committee spanning management, production and maintenance, IT, and procurement.
Every decision-maker received messaging tailored to their company and their role. The conversation held before the meeting was deliberately qualifying, not technical: its goal was to establish whether the plant had a real project, a budget, and the right timing for a rollout, not to settle integration details. The personalization was accurate enough that members of the buying committee started discussing the message among themselves, and the vendor was perceived as a serious industry partner. Full technical depth only came in during the qualified conversation, with the branch head already involved.
The ~EUR 5M pipeline is a projection based on the number of sales opportunities and a conservative ACV for an industrial ERP rollout (about EUR 150K), not revenue declared by the client. After seven months of working together, prospecting is now continued by an in-house team, following the methodology we built with them.
That is several times what mass mailing achieves. Direct proof that we were reaching the right people on the buying committees with a message they recognized as written for them, not for a list.