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End-user, client

Gaining end-user support for challenging product obsolescence programmes

The challenge

Our client, a leading OEM, was forced to accelerate an obsolescence program due to unavailability of critical components in their supply chain. This left end users with uncomfortable choices to make regarding project support and investment in replacement equipment. Despite deadlines approaching the obsolescence challenge had not been articulated or communicated to clients.

Result highlight


Immediate sales opportunities identified


Global client bases covered

The engagement sessions with end users gave detailed and previously unknown insights into sentiment and relationship strength. This gave the client more confidence to be more proactive and enter into difficult conversations with their clients when considering obsolescence issues. End users were very supportive of the process, and viewed it as a differentiator between our client and their competitors.

Related Consulting Services

  • Business Strategy

  • Performance Diagnosis

  • Voice of Customer

Related Sectors

  • Original Equipment Manufacturer

Our appraoch

Our hypothesis, based on our experience in the segment, was that clients would consider new commercial models to support new technology adoption, but needs and opinions would vary depending on asset maturity and operator type.


This was tested and an idealised technology/service package was designed for each client segment. Our results were incorporated into a new technology roll-out programme to provide consistent and clean marketing and sales messaging to the client management teams.

Possible written on chalk on a board
Knowledge, engagement post it notes on a board

Key activities

  • Engagement with technical teams to determine the new technology capability versus legacy equipment, value proposition, manufacturing readiness and interoperability.

  • Engagement with commercial teams to articulate new commercial models, develop outline market model and deep-dive into customer relationships and expectations.

  • Customer segmentation and working hypothesis development for each segment. Interview and face-to-face engagement program with a cross-section of clients representing segments identified by WSS Energy.

  • Feedback workshops with customer management teams to explore client pain points, expectations and sentiment towards new technology and new commercial models. Development of customer journey analysis to analyse how, when and why customers were likely to commit to future support packages.

  • Develop internal support for the new commercial models through engagement sessions with stakeholders from technical, sales, marketing and commercial functions.

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