Delivering a Better Go-to-Market Strategy

Description

When your main decision-maker changes, transforming your sales organization takes a concerted and aligned effort. This case study illustrates how a better go-to-market strategy accelerates revenue growth.

The Goals

• Profile IT decision-makers and influencers

• Develop a go-to-market playbook

The Approach

• Develop differentiated positioning and messaging

• Build thought capital and inputs into a sales content strategy

The Results

• 75 days to close its largest customer ever

• 45% increase in sales pipeline velocity

For this enterprise collaboration software company, the principal decision-maker shifted from the CMO to the CIO, and sales started to slow. The idea was to unlock the IT organization for sales, build social proof around the company’s products and solutions to create organizational alignment around the go-to-market strategy. 

Working across the executive team, product marketing, corporate marketing, sales, and customer success, we used a design-thinking approach supported by both quantitative and qualitative market research to build objective market insights and support company objectives. 

The go-to-market strategy included new thought capital, and a detailed communication and launch plan to get everyone on the same page. This included sales enablement tools, scripts, and training, along with a multi-channel marketing campaign, value calculator, technical tools, and case studies, to arm the sales team with the knowledge it needed to penetrate the IT organization. 

When sales won its biggest deal ever, it proved the value of the go-to-market strategy. With everyone all-in, the sales pipeline increased its velocity by 45%, and the enterprise software company solidified its place in the Gartner Magic Quadrant.