Case Uponor: Refocusing existing business

Leading international provider of plumbing and indoor climate systems

Starting point

Uponor has business in more than hundred countries. It has grown to be a major provider and its systems are practically ubiquitous. Deeper insight was needed in order to understand who the customers really are and how they are served in the most profitable way. Uponor saw a great deal of potential in project sales to large customers. However, Uponor did not have a systematic procedure to deal directly with such customers.

Objective of cooperation

Vectia was engaged to enable Uponor to better respond to the need of different customer groups. A uniform way of operating in all markets is required to fully exploit the business potential of major project customers. A market segmentation based on data from five markets was carried out. Two different segments were found trough the market segmentation: the traditional installer customers served through wholesales partners and larger project customers. In contrast to the installer segment, the project segment required long-term partnerships, a different pricing logic and, as sales cycles are long, also patience from management.

Results and business impacts

The market segmentation made Uponor realize that they needed two parallel business models and two sets of sales competencies to handle two completely different market segments. The two models were defined in detailed from customer, offering, operations and management perspectives. Uponor’s Vice President Ilari Aho states: “The project with Vectia ran smoothly. It helped to refocus and structure our thinking, and to find a common approach.”