Electric/Utilities

CASE STUDY

Ampacity

Modernizing a clean energy brand to accelerate growth—and the industry 

Challenge

Ampacity, formerly RPCS, had established its reputation in the clean energy space as a value-added, end-to-end distributor of single-axis solar tracking systems for utilities and EPC developers looking to stand up solar farms. Though very successful in its niche, Ampacity’s growth was constrained by the size and structure of its core market. Between a recent change in ownership, newly expanded product and service offerings, and an ambitious vision for serving the broader energy transition, Ampacity was at an inflection point. 

Seeking to solidify its leadership position, capitalize on its newly expanded solution set, reach new market segments, and better enable its growth ambitions, the business turned to Prophet to create a stand-out brand positioning, new name, and visual and verbal expression that could build on their existing strengths while generating awareness and adoption of their full suite of capabilities. 

Solution

Prophet immersed in the landscape of Ampacity’s legacy offering of solar tracking systems as well as its new electrical solutions, conducting in-depth qualitative stakeholder interviews, auditing the current brand and its competitors and talking to the business’s industry partners and customers. Through this exploration, we surfaced insights into the changing needs of the utilities and developers who comprise their audiences, learning that these segments view Ampacity truly as a “unicorn” in the industry that routinely went above and beyond to meet any solar energy challenge, from design engineering and procurement, through kitting and installation—with precision and accuracy.  

This end-to-end expertise, combined with a can-do sense of partnership and commitment to managing every aspect of planning, kitting, shipping, warehousing, delivering and installing solar trackers and electrical products led us to zero in on the unique way Ampacity not just enables but propels its customers and partners. We crystallized this unique value proposition into a bold, energetic, and differentiating positioning as a clean energy accelerator. 

Through an iterative and rigorous process, Prophet also helped the brand land on a new name– Ampacity. A word that means the maximum amount of electrical current a conductor can safely carry, it signals the category while reflecting the company’s dynamism, can-do partnership, and future-forward sustainability.  

Prophet also developed an energetic, savvy brand voice and modular, flexible messaging to enable compelling and strategic storytelling across audiences and touchpoints. In parallel, Prophet delivered an entirely new visual system designed to break through the noise and sameness of the renewable energy space. Taking a boldly differentiated approach, we developed a new logo, a vibrant and unexpected color palette,  new typography, photography and iconography guidelines for execution.  

Finally, Prophet led the activation of the new brand, refreshing the website and creating new marketing and sales enablement assets that Ampacity rolled out in early 2025.  

Results

With a dynamic new brand, name and identity, along with vibrantly designed assets and sales enablement tools, Ampacity is now credibly positioned to lead the industry, attract new audiences and enable their business ambitions. Internally, the refreshed brand is generating new excitement and cohesion as its teams rally around the new strategy and expression. Externally, Ampacity’s new brand has been well-received by customers and partners, with senior leaders anticipating the rebrand will enable them to significantly increase in size and scale over the next two to three years. 

“We have grown a niche solar equipment business into a powerful distribution platform fueled by product expertise, partnership with customers, and a tireless commitment to doing right by construction crews in the field. Our whole team is fired up to add more momentum than ever to the energy transition under the Ampacity brand.”

Eben Russell
Founder and President, Ampacity

CASE STUDY

Schneider Electric

Driving demand for a global energy management company

Challenge

Schneider Electric is a global leader in energy management and industrial automation, serving customers across more than 100 countries. Like many B2B companies, Schneider had a clear view of its direct customers, but a more limited view of the end-users whose decisions and experiences ultimately drive demand for its products and solutions.

To accelerate growth in an increasingly competitive B2B landscape, Schneider needed to deepen its understanding of their end-users: who they are, the jobs they’re trying to do, key points of friction, and the best way to engage and serve them across touchpoints.

Solutions

Prophet structured the engagement around three foundational questions: Who are Schneider’s end users, what are they actually trying to accomplish, and where can Schneider serve them better than competitors can? Answering those questions in depth became the basis for the work that followed.

A key segment of untapped end users was surfaced: small and medium-sized electrical contractors, representing tens of thousands of potential customers, roughly half of whom were not currently buying from Schneider.

Schneider partnered with Prophet to design a growth strategy focused on a sharpened understanding of the end user’s overall experience.

The basis of the strategy was formed by understanding the journey of how Schneider’s B2B end users operate. Prophet learned that the end user journey didn’t follow a single linear path. Their experiences fell into two related but distinct layers: a project journey, where end users are managing the work of specifying, sourcing, and delivering work, and a business management journey, where they’re running broader operations, building relationships, and pursuing long-term growth.

Prophet mapped both of these journeys in detail to surface the full picture of end-user pain points, unmet needs, and key decisions to be made. Through this process, Prophet recognized gaps and opportunities in either journey that could help shape Schneider’s competitive position.

Prophet developed an end-user value proposition based on the most critical moments uncovered through research. The value proposition served as the North Star for an integrated omni-channel engagement strategy. The strategy prioritized each moment into a set of quick wins: tools, activations, and enablers that help Schneider better target how to acquire new contractors, retain its loyal base, and develop occasional customers into repeat buyers.

The strategy was activated through a dedicated contractor experience platform comprising four signature tools: a quote-creation tool to accelerate bid generation, an order tracker for real-time shipping visibility, a product finder for last-minute sourcing, and an on-demand expert network for technical advice and support. The platform launched first as a regional pilot to validate adoption, usage, and revenue impact before national rollout.

Results

Despite challenging market conditions and a slowdown in new economies, the execution of this strategy saw revenues increase by 6.6%. Customized online portals enabled Schneider to increase the share of wallets among contractors by helping them make smarter project execution decisions. The organization also drove greater demand with end-users through tools such as Building Insights—a building energy management platform.

CASE STUDY

General Electric (GE)

Deepening customer penetration in B2B markets

Challenge

GE Healthcare (GEHC) became a global leader in diagnostic equipment by selling best-in-class engineering to department heads at large hospitals. But the decision-maker was changing, making the sell more complex. A diversity of hospitals and clinics were entering the market, department heads were no longer the sole decision-makers and information technologies were growing in importance.

Solutions

Prophet helped GEHC seize the opportunity to tailor integrated solutions to the needs of different segments. A first-in-kind industry segmentation uncovered three high-potential hospital/clinic segments and revealed the requirements of new influencers within each. Segment “plans-to-win” were developed, including:

  1. Developing new product lines for each segment
  2. Creating new segment sub-brands
  3. Reorganizing the sales/service force
  4. Launching a new selling approach to target hospital heads
  5. Integrating diagnostics and information services to provide more complete segment solutions

Results

GE Healthcare gained the ability to penetrate a greater portion of the market and impact more decision influencers. By expanding the dialogue from engineering to needs-based solutions, GEHC is now a stronger partner to healthcare providers and has amplified its ability to develop future solutions.

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