Bringing clarity, confidence and momentum to SPI's reinvention.

When SPI Developments first approached Cremarc, they did so with disarming honesty.

“We are at the early stages of reinventing the company, and by looking at our website, you’ll probably see what we mean.”

SPI have deep engineering expertise in high‑speed precision fluid and adhesive application, but their brand and marketing didn’t reflect it. Outside of their established footprint, awareness was limited and their proposition was unclear to anyone encountering them for the first time.

The opportunity wasn’t incremental improvement.

It was reinvention done properly.

SPI needed help answering some fundamental questions;

• What should SPI be known for in the market?
• Where do they sit amongst competitors and alternatives?
• How should they articulate their value in a way buyers immediately understand?
• How do they enter new markets with confidence?

They didn’t need a rebrand for the sake of it. They needed strategic clarity, commercial focus and a clear route to market.

 

Starting with diagnosis before design

Before touching visuals or campaigns, we stepped back to understand SPI’s reality.

We conducted a full diagnosis and strategy phase, looking at:

• Existing customer types and buying behaviour
• Target industries and adjacent market opportunities
• Competitive positioning and category white space
• Internal strengths SPI under‑communicated
• External perceptions SPI didn’t control

“I remember having a conversation with Danielle (Managing Director, SPI) about Dyson – and she explained that she wanted to look at product outcomes and find adjacent markets that way. Just like how air technology can apply to hair dryers as well as hoovers, we need to find other applications for our fluid and adhesive application technology.”

– Gabe, Head of Strategy at Cremarc

 

It quickly became clear that SPI’s biggest opportunity was in adhesive application because this has the most adjacent industry use cases.

The business had its history and foundations serving the Tobacco sector, and fluid application was highly relevant for manufacturers in that space, but precise and high-speed adhesive application has use cases for FMCG, home care and paper straw manufacturers. And all three of these markets forecast growth – so it felt like an inevitable next step.

To protect SPI’s marketing investment as an SME entering new markets, we decided at this point that whatever marketing activity we end up doing, we will facilitate the self-serve journey of buyers in these markets, capturing demand with industry-specific SEO clusters and industry-agnostic paid search, but hold off on immediate outbound. This meant we could test the market dynamics and understand natural demand before activating outbound campaigning into these industries.

 

Strategically repositioning in a market whitespace

SPI naturally sat in a gap most competitors hadn’t claimed, because their technology is genuinely unique. There are a few fluid and adhesive application technology companies but they tend to either be able to do high-speed application or precise application. SPI can do both, at the same time.

This gave us an opportunity; position SPI in the market whitespace for large scale manufacturers who needed precision at high-speed.

High-speed adhesive application – even in sticky situations

And throughout this market orientation we noticed something else. Most providers of this technology are transactional suppliers. But while buyers in this space are technical and often know specifically what they need, they do sometimes need support beyond just “Can I buy one of these?” In fact, sometimes new components need to be fabricated and purpose-built solutions need to be tailored to unique manufacturing environments. We kept ‘problem‑solving partnership’ as a core brand principle to align with this.

 

Brand elevation and website revamp to match SPI’s evolved positioning

SPI now had a position and a message, but needed a brand elevation and new website built for how buyers actually buy.

We took the existing brand elements, to maintain continuity, but changed the way they were applied.

 

From there, we rebuilt SPI’s website to act as both:

• A credible sales tool for high‑intent buyers
• A confidence‑builder for R&D teams exploring possibilities

Some key principles guided the build; language must be written for buyers and not engineers, and we need to craft clear routes to ‘ready‑made systems’ and bespoke problem‑solving pathways. This included product‑style system pages optimised for demand capture that could double-up as paid search landing pages with strong technical reassurance and consultation CTAs.

The result is a site that doesn’t just look better – it’s grounded in their buyers and works harder for them.

 

B2B marketing strategy to mirror commercial reality

Rather than activating an outbound campaign first, we defined a minimum viable marketing architecture that prioritised momentum and ROI.

The overarching strategy balances three things:

• Physical availability: being found when buyers are actively searching for systems
• Brand salience: being remembered at key category entry points for helping manufacturers out ‘in sticky situations’
• Mental availability: being seen as the problem‑solving partner and fluid application expert

And this led to a phased go‑to‑market plan starting with the website UX, demand capture through paid search, and product-/industry-specific SEO content to support SERP and LLM visibility.

As the new website goes live, SPI is now poised to activate paid search and SEO/GEO content that aligns perfectly with their positioning – while also protecting their marketing investment as an SME and collecting intelligence on market demand before they double down on adjacent sectors.

 

A critical factor in this engagement was how it worked, not just what was delivered

Danielle, SPI’s Managing Director, wears many hats. Like many SME leaders, she needed marketing to move forward confidently without constant intervention and approvals.

Cremarc’s fully outsourced marketing model has become a genuine enabler for her and the SPI team with strategic marketing direction handled externally and activity driven forward proactively by a dedicated Success Manager. This allowed progress without added pressure.

SPI now has:

• Strategic positioning and messaging that resonates
• A trustable brand that grabs attention in a transactional market
• A website aligned to real buyer behaviour
• A practical, commercially grounded marketing plan
• Pipeline‑ready demand capture activity

Most importantly, they are no longer reinventing themselves in fragments. They are moving forward with clarity and cohesion.

This engagement wasn’t about ‘fixing marketing’.

It was about giving SPI an articulation of their value, structure for their growth, and confidence to be seen in new markets. And as demand capture activity begins, SPI is entering markets as a credible specialist with something distinct to say.