Redefine the value proposition
Rethinking who we are, what we offer, and how we present it, to build a clear, authentic, and actionable value proposition that unites product, marketing, and growth.
Summary version
We wanted to say who we are… and say it well. With Prometheus, we sat down as a team—product, marketing, operations, and growth—to rethink our value proposition. Research, sessions, debates, post-its, and purpose. We redefined our message and brought it to every space: the platform, sales, tone, mindset. Today everything sounds more aligned, clearer, more Nowports.
* Some figures and data have been adapted for illustrative purposes to protect strategic and confidential information.
A jointly led initiative
Prometheus wasn’t a standalone project or one driven from a single perspective. It was a deep collaboration between Design, Product, Customer Experience, Marketing, and Growth — three distinct areas united by a shared conviction: if we want to tell our story better, we first need to better understand who we’re speaking to and what they truly value about us.
Prometheus: Our Value Proposition
At Nowports, we realized that our value proposition no longer fully represented us. We had grown, evolved, and expanded our market impact. But the way we talked about ourselves was still anchored to a previous version. It was time to pause, look inward, and rethink from the ground up how we wanted the world to understand us. Thus, Prometheus was born.
Research as a starting point (and driver of change)
Before writing a single word, we listened. We applied a combination of qualitative and quantitative research methodologies to ensure a 360° view of the context. We conducted internal interviews with key teams and external interviews with active and prospective clients, analyzed sales conversations to detect real language, surveys to identify perception patterns, and desk research to review benchmarks and previous industry studies. We also worked with tension and expectation mapping, as well as decision-profiling segmentation exercises. All of this allowed us to build a robust and actionable foundation on which to build a realistic, differentiating, and relevant proposal. The objective was clear: to detect patterns, frustrations, expectations, and perceptions of our clients. We wanted to understand how they came to Nowports, what they were really looking for, and how they talked about us (with or without our presence in the room).
Among the most powerful findings of the research were topics such as:
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A high rating for operational efficiency, but a somewhat vague perception of strategic value.
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A constant use of words like visibility, control, and agility, which didn't always match how we communicated.
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A disconnect between what we promised and what really differentiated our solution.
This insight was crucial. We didn't want a marketing-driven value proposition; we wanted one that stemmed from the truth of our users. And that can only be achieved through research, curiosity, and unbiased understanding.
From sessions to the heart of the brand
The process included co-creation workshops, fine-tuning sessions, validation with internal stakeholders, and moments of deep honesty. From the leadership teams to top managers, everyone brought their vision, their language, and their experiences to the table.
For several weeks, we spent time exploring perspectives, defining key concepts, and trying out different ways of telling the same story. The evolution was visible in each session: we moved from functional descriptions to more human, more powerful, and more authentic expressions.
The result: a value proposition with its own voice
Additionally, as a key part of the process, we redefined our ICP (Ideal Customer Profile). A more precise understanding of who we truly generate value for allowed us to fine-tune our approach not only in our narrative, but also in our product, marketing, and commercial strategy decisions. Through research and co-creation, we fine-tuned our ideal profiles to better reflect the industries, geographies, and specific needs that Nowports is best positioned to address.
One of the central elements of this redefinition was to highlight our digital platform as a key part of the experience. It's no longer just an operational tool, but the heart of our clients' efficiency, visibility, and decision-making. The platform is what materializes our proposition, what makes it tangible and scalable.
The new value proposition that emerged from this entire process was clear, direct, and purposeful:
Digital freight forwarder expert in Latin America. All-in-one logistics platform that supports and drives your growth.
The new value proposition framework isn't just a phrase. It's a platform on which we can build our product, sales, content, and brand. It tells us how we solve real problems, how we empower our customers, and how we bring clarity and control to a world (logistics) that often feels chaotic.
This new approach is structured around three main axes:
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What we offer (functionality and service)
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How we do it (technology, experience and support)
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Why it matters (impact on the client's business)
In addition, we synthesize our value proposition into four functional pillars that connect what we do with what our customers really need:
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Move : We manage your international shipments from end to end, with efficiency and visibility.
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Finance : We offer financial solutions that support your operation and facilitate your cash flow.
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Protect : We provide insurance and coverage options to protect your cargo at every stage.
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Centralize : We integrate everything into a single platform, so you can manage your logistics seamlessly, with clarity and control.
From words to action: we bring it to every corner of the company
Once the new proposal was defined, the work had just begun. We organized training sessions with managers, one-on-one meetings with their teams, role-playing exercises, and supporting materials to align the message throughout the organization. The idea wasn't to memorize a pitch, but to embody a way of thinking.
Prometheus was more than a redefinition. It was an exercise in introspection, synthesis, and connection. It forced us to listen better, to understand more deeply, and to align what we do with what we say. And if one thing became clear, it's that research—when done well—doesn't just inform: it transforms.