What systems can be built for businesses in the manufacturing industry?
I’ll share a system I’ve used successfully with manufacturers. Treat the manufacturer like any other B2B prospect: map out the chain—manufacturers to distributors, retailers, stores, and even influencers. Reach out to each segment with a hyper‑personalized cold email that offers immediate value. For example, send a free sample and ask for a business address, emphasizing there’s no pressure and you’re just giving them something useful. Lead with a tangible benefit, such as a free supply or a discounted rate on a new product line, so the prospect sees a clear upside. This approach helped me land multiple five‑figure contracts within the first month of running the system for a manufacturer. The key is to give a lot of value up front, make the outreach feel customized, and pre‑emptively answer any objections the prospect might have. By doing this with distributors, retailers, stores, and influencers, you can generate strong interest, secure inventory purchases, and build lasting relationships. Hopefully that makes sense.
Most low‑hanging e‑commerce fruit—like automated product descriptions, recurring emails, and checkout flows—is already handled by platforms, so you need to look beyond those basics. If the store is mostly B2C, reframe the problem as B2B: help the owner reach retailers, distributors, or influencers and set up partnership automations. In practice that often means building an email campaign and an affiliate funnel that contacts influencers, gives them free products, and tracks resulting sales. Many influencer‑marketing services are generic and lack personalization; you can improve them by scraping a creator’s recent post, paraphrasing it as an icebreaker, and offering a simple promo or swag kit. You can also layer AI into newsletters or marketing sequences—using survey data, product‑history, or other signals to personalize outreach. For coaches who feel stuck on choosing a niche or services, the real issue is a lack of confidence; pick three niches you feel about 70 % confident in and start acting (LinkedIn cold outreach, short videos, Upwork applications) rather than waiting for certainty.
We already work with any industry on anything they need—AI systems, business software, automations. The simplest way to start productizing is not to invent a new service, but to look at what you’ve already delivered that clients liked and double down on that. Make a list of every project you’ve done over the past year, pull the email threads, project files, and note the industries and types of work. Patterns will emerge: you’ll see which systems you built most often and, more importantly, which ones generated the most revenue. Use that data to decide which services to package. Then, reach out to the clients you built those high‑value systems for, remind them of the results, and ask for referrals and repeat business. Reactivating past clients is a low‑effort way to generate upsells—typically a 3‑4% uptake rate, and I’ve seen 15‑20% when I first started. Identify the most profitable, least time‑intensive product you’ve created—often an automated follow‑up agent or similar—and turn it into a repeatable checklist or product. Streamline the delivery: ask if you really need three discovery calls or if a single call or a form will suffice, reducing time investment and allowing you to raise prices, which is pure leverage. In short, catalog your past work, find the high‑margin, low‑effort services, market them to similar clients, reactivate old customers, and refine the process into a sellable product.
Basically, you want to skip talking to workers entirely—they have no decision‑making capacity and anything they tell you is just a giant waste of time. I know this from my early door‑to‑door work where I dealt with pretended decision‑makers. Instead, go straight to the B Suite: talk to VPs, directors, Chief of Staff, etc., who often have the autonomy to make unilateral decisions and the budget to say yes. The old sales process—sending a proposal, waiting for feedback, revising, closing, then repeating for each layer—is a nightmare; you end up doing the whole thing over and over for each person up the chain. A far better approach is to position yourself as a business owner talking to another business owner, especially with SMBs, so you're on the same level and can cut out the hierarchy. Enterprise sales do take time, but you can avoid that hassle by focusing on SMBs.
To grow your business, focus on four core systems: reach, acquisition, closing, and expansion. Reach systems get you in front of customers (e.g., cold email, ads). Acquisition systems turn interest into meetings (speed‑to‑lead, follow‑up, conversion‑rate optimization). Closing systems turn meetings into customers (proposal generators, automated follow‑ups on proposals/quotes). Expansion systems increase lifetime value by continuously re‑pitching existing clients on new systems. Spend 99.9% of your time on these four areas rather than on back‑end or bookkeeping systems.