This study investigates the root causes of PT SLI’s slow customer acquisition and formulates a practical marketingstrategy aligned with the firm’s operational capacity and the evolving external environment. The research rests onthree key assumptions: market shifts and customer expectations shape acquisition challenges, the company possessesinternal capabilities suitable for a differentiation strategy, and structured marketing combined with digitalenhancements can strengthen competitiveness. Based on these premises, the study aims to analyze the dynamics ofthe B2B freight forwarding market, evaluate internal and external factors affecting PT SLI’s marketing performance,and propose an applicable plan to expand its customer base. A qualitative case study method was applied, usingopen-ended questionnaires distributed to representatives of three manufacturing firms to obtain insights intocustomer expectations, forwarder selection considerations, and common service issues. Additional information wascollected through informal interviews with PT SLI’s Director, supplemented by secondary data from academicliterature, industry reports, logistics indices, and company documents to support triangulation. The analysisemployed multiple frameworks, including STP, PESTEL, Porter’s Five Forces, competitor analysis, RBV, ValueChain, SWOT, and TOWS. Findings indicate several opportunities in Indonesia’s growing manufacturing sector,government efforts to streamline trade processes, and rising logistics demand. However, PT SLI faces strongcompetitive pressure, high supplier bargaining power in global shipping lines, and increasing digital demands.Internally, the company benefits from strong relationships with shipping lines, reliable documentation abilities,consistent operations, and customer loyalty. Its main weaknesses lie in the absence of formal marketing, limiteddigital presence, fragmented workflows, and reliance on senior employees’ tacit knowledge. TOWS analysissuggests differentiation as the most suitable strategy, supported by operational standardization, digital upgrades,marketing renewal, and improved knowledge management. The study contributes to understanding strategicdevelopment in traditional logistics firms and offers PT SLI a feasible roadmap for sustainable growth.