Specialty Chemicals · 7B USD
[Result]
One strategic marketing process for seven divisions
A 7B USD specialty chemicals company with seven divisions, from automotive to personal care, wanted one common way to plan.
Read the case →
Products copied, margins squeezed
Problem we solve · Strategic Marketing & Growth
Products copied, margins squeezed
“Competitors closed the technical gap. Now it is all about price.”
As specialty markets mature, technical leadership fades, specifications converge and buyers automate comparison. Margin is protected by competing on the criteria that still decide the purchase: service, supply assurance, application know-how and quantified value.
Why it happens
Cause 1
Differentiation was only technical
Cause 2
Purchase criteria not revisited
Cause 3
Value never quantified
What we hear from clients
Paraphrased and anonymized from recent conversations.
“Most technical performance criteria in our applications are now table stakes.”
How we solve it
The approaches we use most often for this problem. Most clients start with one.
How we help
Value pricing
We quantify the value your offer creates against the customer's next-best alternative, set price positions on a value map and build the pricing logic sales can defend.
How it works →How we help
Needs-based segmentation and customer tiering
We group customers by what they need and value, then design an offer, service level and price for each group.
How it works →How we help
Value selling and negotiation
We train and coach sales teams to sell on value: quantifying it, telling the value story, handling objections and negotiating without defaulting to discounts.
How it works →Tools that help
Market Edge frameworks used to diagnose and fix this problem.
Competitive AssessmentA Competitive Assessment scores your offer and competitors' offers on the purchase criteria that matter to a segment, weighted by importance.Critical Purchase CriteriaCritical Purchase Criteria are the few factors that decide a purchase in each segment, weighted by importance.Five ForcesFive Forces assesses how attractive and profitable a market is likely to stay, by looking at rivalry, buyer power, supplier power, the threat of substitutes and the threat of new entrants.
Clients who solved this
All case studies →Paper & Pulp · Polymer chemistry
[Result]
Placing scarce capacity where it creates the most value
A polymer chemistry leader had a capacity-constrained technology for paper mills that could cannibalize its existing sales.
Read the case →Point of view
Our point of view
All points of view →Procurement and pricing · August 2026
What does AI-driven procurement mean for B2B differentiation and price premiums?
As buyers automate supplier comparison and technical evaluation, they remove many of the human touchpoints where B2B differentiation is created and explained.
Read →Value and differentiation · April 2026
Which purchase criteria actually drive B2B buying decisions?
Most technical performance criteria in B2B applications are table stakes: every credible supplier meets them.
Read →Volatile markets · April 2026
Why do purchase criteria shift in volatile markets?
In volatile, uncertain markets, supply assurance and lead time can quickly become the criteria that decide a purchase, and share and price move with them.
Read →Further reading
Articles by Market Edge consultants on mkt-edge.com.
Questions about products copied, margins squeezed
Can we still differentiate a copied product?
Often yes, through service, supply, application support or packaging, if customers value them.
What role does AI procurement play?
It removes human touchpoints, so value must be quantified and documented to count.
Situations where this shows up
"We've been sales and rebate led for years."
Moving from commodity to specialty
Your strategy now depends on selling on value, but the sales force, pricing and segmentation were built for volume.
How we help →"We're about to launch, and the price is cost plus margin."
Pricing a new product launch
A new product worth tens of millions is about to be priced without a view of its value to customers.
How we help →"We're reorganizing our route to market to grow margin, not volume."
Reshaping the sales force
New customer tiers, channels or owners mean the sales force has to change who it calls on and what it sells.
How we help →Other Strategic Marketing & Growth problems we solve
Strategic Marketing & Growth →Strategic Marketing & Growth
Targets without a path
“Leadership set a growth target. Nobody can say exactly where it will come from.”
Read more →Strategic Marketing & Growth
Resources spread too thin
“Every segment gets a little attention. None gets enough to win.”
Read more →Strategic Marketing & Growth
Launches that underperform
“Great product. The launch missed its targets.”
Read more →Recognize this problem?
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