730% more deals in 3d printing industry

Challenges

Maciej and Filip, the founders of Cubic Inch, began collaborating with Casbeg in mid-2018. They aimed to overcome the chaos within the company, which arose from growth and hindered further acquisition of new clients and revenue growth.

As the collaboration developed, it became clear that the company had more issues that needed to be addressed to maintain its revenue growth trajectory.

Sales

While most competing companies in the additive printing industry acquire customers during meetings and industry events, Cubic Inch opts for outbound sales. In 2020, increasing sales became a challenge—the number of factories needing 3D-printed components was limited. This means that, at some point, the pool of potential new clients was exhausted.

The CRM did not include revenue from orders sent through the configurator (a form where a file for 3D printing is uploaded and order parameters are set). These were practically ready-made orders that did not need to be quoted, so they did not enter sales. As a result, the CRM did not provide a single source of truth regarding the company’s sales situation, did not include the complete order history, and did not reflect the company’s overall revenue. All this led to slower order fulfillment speed.

Marketing

The marketing activities at Cubic Inch required organization, consistency, and planning. The company had few marketing materials, such as articles or videos (which are particularly important in showcasing 3D printing quality), and the service subpages on the website had little content. Poor website negatively affected the company’s website ranking in Google search results. Additionally, the website required content and graphic design updates to increase the conversion rate from website traffic to sales leads. The amount of traffic acquired to the website was also low due to the lack of comprehensive paid campaigns.

Solution

We worked on challenges in all the above areas simultaneously. How did we manage the chaos and help Cubic Inch gain momentum?

Sales

Client’s team had a CRM but did not use it. We helped all users develop the habit of keeping it up to date, as human memory is unreliable over time. As a result:

• The CRM began to reflect all events related to the client.
• We shortened the response time to inquiries from potential clients
• Messages were based on past context (thanks to the information collected in the CRM) and became more personalized.
• An analysis of the collected data showed that clients preferred phone calls (rather than email correspondence).

We identified the stages of the sales process—meetings were one of the most critical stages. When a meeting occurred, the likelihood of closing a deal increased. Later, getting a meeting became one of the sales goals. We’ve developed a sales script.

The next step was introducing a lead qualification process, which included key questions and client segmentation: whether the client wanted to order a prototype or spare parts for their machines (to avoid costly downtime on the production line).

Three Sales Levers

To increase sales, we have three main levers for sales growth:

1. Number of leads
2. Conversion rate
3. Average transaction value

At Cubic Inch, we addressed all components of this formula—we increased the number of leads by introducing new sources of lead acquisition:

• Conducting outbound and inbound campaigns
• Increasing the number of referrals from satisfied clients
• Attending industry conferences in the industrial and manufacturing sectors

During conference trips and other events, we supported Cubic Inch with knowledge, from booth selection to promotional materials to snacks at the stand.

The sales process usually begins when a lead appears—it can come from inbound or outbound sources. At Cubic Inch, the sales process differs depending on the source of the lead.

In 2019, the priority was acquiring new clients through various channels, with outbound being the most effective. However, as the pool of potential clients drastically decreased in 2020, the priority shifted from acquiring new clients to developing sales among historically acquired and existing clients.

Lockdowns meant prioritizing actions such as:

• Upselling
• Cross-selling
• Reactivating clients who had not purchased in recent months
• Reactivating clients who had engaged in conversations but did not establish cooperation in the past.

Thanks to our help client has grown their upselling revenue by:

• Mapping the value delivered by Cubic Inch,
• Implementing better post-sales care,
• A campaign targeting the TOP 25 clients to inform them of increased capacity, shorter delivery times, and available guarantees.

Production increases at Cubic Inch, and rising customer demand contributed to purchasing a second additive printer

Marketing

One of the first actions taken in marketing collaboration was creating a new website. We supported cubic inch in preparing website mock-ups and materials. Everything went through us. We provided the agency that made websites with feedback, which was implemented. We took care of SEO.We analyzed the websites. After launching, we prepared guidelines for setting up analytics and systematically worked on increasing the website conversion rate.

Together with the Cubic Inch team, we launched multiple lead acquisition channels through outbound marketing, including cold calling, LinkedIn campaigns, and cold emailing.

We initiated and coordinated collaboration with two agencies for Cubic Inch: SEO and Google Ads, ensuring that all actions aligned with best practices and that reporting and budgeting proceeded according to plan.

Over time, regular content began to emerge as part of content marketing based on the developed strategy, including topic plans, outlines, content, and case studies.

Cubic inch has hired interns to handle outbound activities and send newsletters with inspiration-oriented content. During the development of content marketing activities, designers joined the team, allowing for the creation of technically sound articles and case studies.

Customer Service

During the collaboration, we established an initiative for personalized gifts for loyal customers and launched a referral process to encourage the entire Cubic Inch team to participate actively. The referral process has helped acquire new clients and increase sales volume.

Thanks to the post-sales process, we accurately understand client demand for printed elements, leading to design work. Now, if a client does not have their graphic designer or designer, Cubic Inch can prepare a design for 3D printing parts, whether a prototype or a spare part.

Results

All departments at Cubic Inch now have organized and documented processes—from marketing, sales, and customer service to production. As a result:

• The average transaction value increased by 269%.
• We’ve shorten the average sales cycle in outbound leads by 67% and inbound leads by 48%.
• The conversion rate in outbound rose by 180% and in inbound by 65%.
• Cubic inch has achieved it’s quarterly goal of 575 000$ of revenue in the third quarter of this year.
• The number of leads from outbound increased by 370% year-over-year and 110% in the following year.
• The number of leads from inbound grew by 329% year-over-year (2020 vs. 2019).
• Cubic Inch purchased a new additive printer from cashflow our collaboration delivered.

Would you like to achieve similar results in your business? We’d love to have you as a client. Feel free to contact us at [email protected]