POLDAN / ANALYSIS AND STRATEGY
Market analysis and business strategy POLDAN
B2C Sales Strategy for Prefabricated Homes
POLDAN had been built primarily around B2B sales. Its Home Factory wanted to increase sales to individual buyers, but B2C was not developing as expected. Rebrandy was brought in to diagnose the problem and define a direction for growing prefabricated-home sales without abandoning the company’s strong B2B base.
00 / Starting situation
POLDAN had experience, production capacity and an established sales model focused mainly on B2B. The company wanted to expand B2C and sell more homes to individual buyers, but this area was underperforming. Existing communication, sales arguments and the way the offer was presented had largely been built for business customers, so they did not adequately address how a person buying a home makes a decision.
01 / SCOPE
B2B worked. The problem started on the other side
POLDAN Group is led by Zygmunt Kroplewski, whose Zakłady Drzewne company appeared in the Forbes Diamonds ranking in 2016 and 2017.
POLDAN Group combines wood processing, prefabricated home production and property development. Zakłady Drzewne alone has more than 45 years of experience, employs 300 people and sells products to Western Europe, Scandinavia, China and the United States. The Home Factory operates a 6,200 m² plant with automated prefabrication lines, while the group’s construction activity is developed under the Kropla Bałtyku brand. This creates a base spanning the path from wood processing to completed buildings.
POLDAN, however, was a business focused primarily on B2B. The Home Factory wanted to increase the share of sales to individual buyers, but B2C was not developing as the company expected. That was the problem they brought to Rebrandy. We prepared a market and competitor analysis together with a business strategy designed to show what had to change in positioning, communication and the sequence of activities in order to grow prefabricated-home sales to private buyers more effectively, without giving up the strong business segment.
02 / MAIN CHALLENGE
A home is not bought like a contract
POLDAN’s existing communication had naturally been shaped by B2B sales: technical, concrete and based on the manufacturer’s capabilities. This worked in conversations with developers, investors or business partners, but it addressed the decision process of individual buyers much less effectively.
A person buying a home needs more than technology specifications. They want to understand the whole process, the risk they are taking, what to expect in terms of cost and organization, and why they should trust this particular manufacturer. The analysis therefore had to answer why POLDAN’s scale and capabilities did not automatically translate into stronger B2C sales.
03 / MARKET ANALYSIS
First we checked who was actually winning the customer’s decision
We analyzed how competing manufacturers built their brands, structured their offers and appeared in search. We examined Modulovo, hyggeHUS and HausWerk in detail, comparing the arguments they used and looking for room for a distinct POLDAN identity.
04 / POSITIONING
We did not need to invent a new story. We needed to show the one already there
In a category that often leans on German and Scandinavian associations, we chose Polish origin and the manufacturer's own industrial base as the positioning direction. We proposed showing the journey of the wood: from the source of the raw material, through processing in the group's plants, to a component of the finished house. This story was intended to explain who stands behind the product and how its quality is created. The history of the companies, the prefabrication process and the knowledge of specific experts became foundations for building trust.
05 / SEGMENTS
B2B did not need replacing. B2C needed building
We did not treat the two segments as equal problems. B2B was an existing pillar of POLDAN’s sales; B2C was the area that needed development. We therefore separated the sales arguments and communication approach. For developers and tourism investors, the key issues remained larger-order capacity, timing and cost predictability. For individual buyers, the priorities were decision safety, understanding the technology, the building process and reducing concerns around choosing prefabrication.
06 / SEQUENCE OF ACTIONS
We did not start with a bigger advertising budget
We divided B2C development into stages. First, the brand, sales arguments and sales tools had to be prepared so that individual buyers could get answers to questions the previous communication did not cover. Only then did it make sense to test audience groups in campaigns and develop the directions that generated valuable enquiries. Broader education for people only beginning to discover prefabrication was planned for a later stage, after building a more effective path for buyers already interested in purchasing a home.
07 / RESULT
The result was a plan for building a second sales engine
POLDAN received a positioning direction and development plan focused on increasing B2C sales potential while preserving its strong B2B position. The documentation identified which manufacturer strengths mattered to individual buyers, how to translate technical capabilities into purchase arguments, and in what order to develop the next activities.
It created a foundation for a website, content and campaigns built around a different decision process from the company’s existing business sales. The strategy was not meant to replace B2B, but to build POLDAN a more effective channel for selling homes to private customers.
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