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 specialist in energy management with operations in more than 100 countries. The company recognized that future business growth depended upon driving demand among end customers and the contractors who work most closely with them.

Solutions

In a complicated and multi-layered value chain, digital communications are crucial to forging relationships with end customers and contractors, while enhancing relationships with existing channel partners. By driving a deep understanding of how customers make decisions, and the role that digital plays in helping them, Prophet partnered with Schneider to identify and pursue opportunities to better engage customers across the entire value chain.

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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