For the first two decade of its business life, EF Precision achieved success as a machine shop and assembler. But, when global competition emerged in the mid-1990s, the company saw its revenues drop and realized that a reinvention of the company was necessary for survival. Over the next decade, the company revitalized its business by expanding capabilities, investing in advanced machining and assembly technologies, adding an engineering department, retraining its workforce and achieving the accreditations necessary to cultivate customers in the defense, aerospace and medical markets.
What did not changed, however, was the company’s approach to sales and marketing. “EF Precision was not a sales-driven company,” notes The E F Precision Group Vice President Bud Tyler. “We had focused on our business and had blinders on in terms of looking at how we were perceived in the market, and in our approach to generating new business.” Tyler saw that despite the investments made in expanding the company’s capabilities, EF Precision was still pigeon-holed as a “machine shop.” Making the idea of marketing even more challenging was the reality of selling advanced machining, engineering and assembly capabilities to companies requiring highly complex, critical components. “We’re not selling widgets,” says Tyler.“We offer a very technical capability. It takes time to develop customers. We know that for us, the best means of generating sales is through word-of-mouth recommendations and networking.” Tyler felt that he needed help in building market awareness of the company’s expanded capabilities.
Tyler turned to DVIRC for assistance in repositioning the EF Precision brand, raising the company’s profile in target markets, identifying potential new business contacts and facilitating networking opportunities.