Dr. Ulrich Sperling analyzes the factors hindering your growth—positioning, communication, business model, and market trust—and provides a clear roadmap for action.
With over 30 years of experience in biotech, agritech, medtech, and life sciences, and a PhD in biochemistry, he combines a scientific mindset with a structured, proven process.
We begin with a Growth Barrier Scan: a 2- to 4-week diagnostic process that identifies your company’s top 1 to 3 growth obstacles. CHF 5,000 to 8,000.
"I don't solve marketing tasks. I fix growth problems."
Do these thoughts sound familiar?
Many barriers to growth stem from beliefs that feel entirely correct.
My product is technically superior. Yet, I keep losing deals to competitors who are objectively worse. What is going wrong?
The market doesn't value quality; it values perceived risk. If you don't lower the risk of a bad purchase, you lose—regardless of how good your product is. You can find out what risks your customers perceive when dealing with you, but only if you look closely.
I explain my offer clearly and completely. Yet potential customers still say, "Interesting – we'll be in touch." And then: nothing.
Explaining and convincing are two different things. The difference rarely lies in the content, but in how you frame your offer.
But we are already doing marketing. We have a website, we attend trade fairs, we send out newsletters. Why aren't we growing?
Activity is no substitute for impact. Marketing without clear positioning creates visibility without direction. The results remain unmeasurable because the goal is missing.
Our sales team is good. But they have to argue so hard in every meeting that it feels like an uphill battle.
If your sales team has to start from scratch every time, the problem isn't with sales. The company isn't yet recognizable as the right choice in the market before the first conversation even takes place.
We have a strong network. Yet, we are getting too few orders from new customers.
A strong network is no substitute for market positioning. Relying primarily on personal relationships for growth is not a growth model; it is a trust model. That is valuable, but it is only scalable if it is used actively and strategically.
I know we are better than our competitors. But the market doesn't see it.
"Being better" is an internal conviction. The market only sees what is relevant to them, what is clearly communicated, and only believes what they can understand. Who are you better for? In what way? And why should the market believe you?
Marketing? That comes once the product is ready. First, the technology has to be right.
80% of a campaign's success is determined before the first concept is even created: 40% comes from the right target audience, and 40% from the right offer. The design of the campaign only contributes 20%. If you wait until the product is finished to start marketing, you are starting too late. (Ed Mayer, direct marketing pioneer)
We have invested in marketing. But I don't know what it has actually achieved.
No one can directly measure the value of HR or the legal department, yet they are essential. Marketing should be viewed the same way: reputation, market perception, and trust are not built through isolated actions, but through their cumulative effect over time. Those who only value what is measurable overlook what is essential.
We have a great solution for a real problem. Why is it so hard to convince the right customers?
A great solution and a compellingly communicated offer are two different things. One is developed in the lab. The other is built on a precise understanding of how your target customers think, decide, and buy. This understanding is often missing in STEM companies.
Where you start depends on how clear your situation already is.
Every mandate follows the same fundamental logic. The entry point depends on your situation.
Most common starting point
Growth Barrier Scan
You know growth is stalling, but not exactly why. The scan identifies the 1 to 3 most significant growth barriers through interviews and document analysis. Format: Results report with priorities.
You have an idea of where the problem lies, but no clear strategic answer. Positioning, growth priorities, and a roadmap, developed with your leadership team.
The strategy is clear, but you lack someone to lead it operationally. Strategic marketing leadership on a part-time basis. Typically follows the Strategic Clarity Lab.
Focused individual analyses on strategy, market, niche, positioning, or communication and sales are available upon request. Starting at CHF 2,500.
Not sure where to start?
Most of the companies I work with come to me with a specific question, only to realize during our conversation that the real challenge lies elsewhere. A 20-minute initial consultation is enough to clarify whether and how I can help.
