Success Story 7

Background
The client is a leading vendor of transaction systems and electronic inventory measurement & management systems in the petroleum trade. The client had developed a transaction system that allows supermarkets and other high volume retailers to sell gasoline and incorporate gasoline purchase data into customer loyalty cards. Two years after entering the market the client had achieved insignificant market share. The client requested a study to evaluate its positioning in the market.

Objectives
The objectives of this study were to uncover the following information about the petroleum transactions systems used by supermarkets and other high volume retailers:

Number of stores currently selling gasoline
Use of attended vs. unattended fueling
Delivery of promotional discounts at the pump
Use of loyalty cards
Current fuel transaction system
Awareness of the client's system
Criteria for choosing a fuel transaction system
Primary reasons for choosing the current fuel transaction system
Unmet needs
Integration of fuel transaction system and in-store POS system
Identification of decision-makers
Willingness to consider alternative systems

Study Methodology
This study was conducted through in-depth interviews with fuel marketing, operations, and IS managers at large supermarket chains, and with sales and new business development managers at fuel transaction system suppliers.

Results
We presented a report detailing the factors that contributed to the client's inability to sell into large supermarket chains. The factors ranged from incorrect positioning of the system as a standalone system vs. one that integrates with the in-store POS system, to failure to establish contact and create awareness of the system among key Information Systems decision makers. We outlined the critical product improvements needed, the most important benefits to emphasize in product literature and on the web site, along with the key decision-makers to be contacted in the most receptive accounts. The client used the study to create a new brand image, to re-prioritize the development of new features, and to assign new business development responsibility to a strategic partner experienced in the supermarket trade.