StratigoNow™ began by challenging the core assumption that more contracts equal growth. Instead, the intervention reframed the business opportunity: ownership of brand and product identity that could be perceived as premium, reliable, and feature-led. We helped the leadership define a brand proposition that integrated “Made in Varanasi” with a promise of durability, smart features, and user convenience. This became the foundation for new product lines.
The manufacturing portfolio was then redesigned with a layered strategy. Instead of generic products competing only on price, we helped the company launch its own branded fans and water pumps with purposeful differentiation. Most notably, the smart-control feature became a signature innovation — remote control options for fans and programmable speed/water management on pumps that served value-driven urban households, small businesses, and institutional buyers. This technological move was not superficial; it aligned with real customer pain points such as convenience, energy management, and ease of use.
We also built a clear product hierarchy — entry-level essentials for price-sensitive segments, performance lines for discerning buyers, and smart-feature lines positioned as aspirational yet affordable. Packaging, manuals, and visual identity were redesigned to reflect quality and modern engineering. Instead of anonymous brown boxes, the brand now had a confident presence on retail shelves and online listings.
StratigoNow™ simultaneously reworked the go-to-market approach: direct relationships with channel partners, ready inventory for quick dispatch, bundled offerings (fan + remote kit, pump + service warranty), and a clear pricing architecture that preserved healthy margins. Instead of low-margin contract orders, the company began engaging with distributors, retail chains, and select B2B accounts with its own branded products.
The shift also extended inside the factory. We helped establish simple but disciplined systems for product analytics, customer feedback loops, quality checkpoints aligned to the new product tiers, and performance dashboards. The leadership team adopted a new rhythm of weekly market reviews, quarterly product updates, and scenario planning cycles that kept strategy alive rather than buried in operational chaos.