CASE STUDIES

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CASE STUDY 3

EARLY STAGE B2B GO-TO-MARKET STRATEGY
EARLY STAGE BUSINESS PROCESS MANAGEMENT [BPM] TECHNOLOGY COMPANY NEEDS TO DECIDE HOW TO ATTACK THE MARKET

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KEY STRATEGIC QUESTIONS

What are the trade-offs between market position options: broad BPM vs. niche risk management product?

How should the company deploy commercial resources to capture chosen position?

ANALYTICAL ASSESSMENT PATH


Competitive Assessment

Compared product and commercial capabilities and value against competitors’ across a broad market landscape


Go-to-market Playbook 

Developed use case- and competitor-specific tactical selling approach for all major competitors in the niche and broader market space

INSIGHTS DELIVERED


Use Case Focus

Risk management use-case will enable capitalization of platform superiority


Process Capability

Buyers consider process design service component as a differentiator


Flexibility Wins

Buyers want solution to mold to their needs; not a one-size-fits-all solution


OUTCOME

COMPANY ACHIEVED #1 MARKET POSITION IN THE NICHE SPACE AND A 2-YEAR REVENUE GROWTH OF 10X

CASE STUDY 7

GROWTH PHASE B2B PRODUCT STRATEGY
GROWTH PHASE EDUCATION TECHNOLOGY PLATFORM NEEDS 3-YEAR PRODUCT STRATEGY TO DEPLOY SERIES C FUNDING AND ACCELERATE GROWTH

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KEY STRATEGIC QUESTIONS

What are the defining characteristics of the professional education market that the company is focused on digitizing?

What are the core capabilities necessary to serve this market well? What are the company’s strengths and weaknesses?

ANALYTICAL ASSESSMENT PATH


Market Assessment

Conducted comprehensive review of professional education market to articulate ecosystems of various customer groups


Capability Assessment 

Interviewed commercial team, customers, and external experts to develop use case-based capability landscape to drive product strategy

INSIGHTS DELIVERED


Current Sweet Spot

Aligned existing product with a specific use case and articulated characteristics of market space that value existing offering


Market Expansion

Developed two incremental use cases as expansion opportunities in the market to frame 3-year product strategy


Product Strategy

Articulated all critical capabilities applicable to addressable and expansion use cases, along with trade-offs for each capability


OUTCOME

COMPANY SHIFTED FROM FEATURES/FUNCTIONS PRODUCT APPROACH TO EMBRACE A COHESIVE MARKET-FOCUSED 3-YEAR PRODUCT STRATEGY & ROADMAP

CASE STUDY 8

TURNAROUND COMMERCIAL & PRODUCT STRATEGY
MATURE MARKETING TECHNOLOGY COMPANY REQUIRES A CORPORATE TURNAROUND STRATEGY TO REKINDLE GROWTH

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KEY STRATEGIC QUESTIONS

What are the characteristics of the company’s optimal customers? What are the factors that these customers value the most?

How should the company’s product evolve to rekindle growth in the core, expand with the market, and retire non-core capabilities?

ANALYTICAL ASSESSMENT PATH


Buyer Value Assessment

Interviewed a wide range of customers and analyzed commercial data to develop a detailed view of factors valued by buying decision-makers


Capability Assessment 

Led internal interviews, product data analysis, and market and competitor research to develop a comprehensive view of market capabilities

INSIGHTS DELIVERED


Sweet Spot

Recommended building and selling to analytical leaders at enterprise customers and avoiding distractions from SMB customers


Product Strategy

Developed product strategy that aligned with Sweet Spot, including proposals on capabilities to expand vs. retire


Commercial Strategy

Articulated commercial behaviors demanded by Sweet Spot and current strengths and weaknesses across those behaviors


OUTCOME

TURNAROUND STRATEGY DROVE COMPANY’S TURNAROUND STRATEGIC PLAN, WHICH WAS EMBRACED BY THE BOARD [RESULTED IN ~20% Y-O-Y GROWTH]

CASE STUDY 4

EARLY STAGE B2C PRODUCT STRATEGY
EARLY STAGE B2C COMPANY NEEDS TO CONSOLIDATE BROAD ARRAY OF CAPABILITIES TO DEVELOP A NICHE CORE PRODUCT TO FIT OPTIMAL USE CASE

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KEY STRATEGIC QUESTIONS

What are the trade-offs across critical capabilities that the company must choose between to fine-tune product?

What are the top use cases in the market that optimally fit existing capabilities and what are the gaps that require remediation?

ANALYTICAL ASSESSMENT PATH


Capability Assessment

Led leadership workshop and assessed market via secondary research to develop capability landscape to frame strategic trade-offs


Use Case Mindset

Articulated top use cases in the market and conducted a capability gap assessment to develop a cohesive product strategy

INSIGHTS DELIVERED


Product Roadmap

Translated features and functions into capabilities and use cases to drive product strategy and roadmap


User Lifetime Value

Prioritized optimal use case based on user lifetime value to limit significant churn from short-term users


Intentional Stickiness

Ideated paths to augment primary use value [relationships] with triggers to develop usage stickiness


OUTCOME

COMPANY REDIRECTED ALL INVESTMENT TO DEVELOP A SINGLE COHESIVE PRODUCT THAT SERVES TOP USE CASE OPTIMALLY

CASE STUDY 5

GROWTH PHASE STRATEGIC PLAN
GROWTH PHASE B2B COMPANY NEEDS A COMPREHENSIVE STRATEGIC PLAN TO TRANSLATE CORPORATE STRATEGY INTO EXECUTION

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KEY STRATEGIC QUESTIONS

What is the company’s cohesive corporate strategy that will reignite growth?

What are the strategic initiatives that will achieve the overarching corporate strategy?

EXECUTION PATH


Strategy-First Approach

Led workshops to enable executive leadership to internalize strategic trade-off choices and articulate a cohesive strategy


Strategic Initiative Map 

Leveraged our Strategic Initiative Map concept to develop a dovetailed and comprehensive set of initiatives to achieve strategy

IMPACT DELIVERED


Overarching Strategy

Delivered a singular, well-articulated, comprehensive corporate strategy that was approved by the board


Cohesive Annual Plan

Developed strategic initiatives that dovetailed across all functions, purging team-level planning silos


Investment Effectiveness

All investment was directed to prioritized initiatives that demonstrated measurable impact on strategy


OUTCOME

COMPANY ACCELERATED FROM SINGLE-DIGIT TO ~20% YEAR-OVER-YEAR REVENUE GROWTH IN A SINGLE YEAR ENABLED BY COHESIVE STRATEGY AND INITIATIVES

CASE STUDY 6

TURNAROUND OPERATIONS PLANNING
MARKETING TECHNOLOGY COMPANY REQUIRES OPERATIONALIZATION OF TURNAROUND STRATEGIC PLAN

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KEY STRATEGIC QUESTIONS

What are the optimal measurements and targets for day-to-day behaviors and activities that will predict operational effectiveness?

What are the steady state conditions and execution path of each strategic initiative that will improve productivity and cultural maturity of the company?

EXECUTION PATH


Leading Indicator Focus

Shifted leadership team’s focus from lagging revenue metrics to leading predictive metrics and introduced best-in-class concepts for target setting


Steady State-Based Planning

Trained leadership team on the concept of steady state and approach to develop operational plans to achieve and maintain desired steady state

IMPACT DELIVERED


Predictive Metrics & Targets

Selected a comprehensive set of leading indicators and operational and escalation targets


Operational Roadmap

Developed a single, resource-dependent operational roadmap for all strategic initiatives


Optimized Staffing Plan

Eliminated excessive staffing and improved alignment between roles and operations to optimize investment


OUTCOME

EFFECTIVE OPERATIONALIZATION OF STRATEGIC PLAN IMPROVED INVESTMENT EFFECTIVENESS BY 1.25x AND ACCELERATED GROWTH FROM SINGLE-DIGIT TO ~20% IN A SINGLE YEAR

CASE STUDY 1

COMMERCIAL OPERATIONS BUILD
STANDING UP PROCESS- AND INSIGHTS-FOCUSED COMMERCIAL OPERATIONS FUNCTION AT MID-SIZED B2B TECHNOLOGY COMPANY

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KEY STRATEGIC QUESTIONS

What are optimal components of a insight-generating commercial operations function that reports to CEO?

What is the path to engraining an objective analytical culture into a mature commercial organization without a process culture?

EXECUTION PATH


Analytical Maturity Model

Aligned senior leaders on properties of best-in-class analytics capabilities and company’s target operating model using our Maturity Model concept


Process Data-Symbiosis 

Deployed our methodology to retrain managers’ approach to overseeing day-to-day behaviors, data gathering, and insight generation

IMPACT DELIVERED


Alignment On Root Causes

Organization-wide leadership alignment and sign-off on cultural and skills challenges to overcome


Process-First Culture

Deployed a process => technology => data => insights approach for all commercial oversight efforts


Commercial Playbook

Developed processes and designed CRM to align with company metrics with little frontline impact


OUTCOME

IMPROVED PROCESS & DATA MATURITY ENABLED COMPETE OVERHAUL OF COMMERCIAL OPERATIONS LEADING TO >30% PRODUCTIVITY IMPROVEMENT

CASE STUDY 2

REBOOT ACCOUNT-BASED COMMERCIAL CULTURE
MID-SIZED B2B TECHNOLOGY COMPANY REQUIRES A FOUNDATIONAL REBUILD OF DATA & PROCESS TO ASSESS MARKETING, SALES, AND ACCOUNT MANAGEMENT FUNCTIONS

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KEY STRATEGIC QUESTIONS

 What are the foundational data elements required to assess effectiveness of a decade-old commercial organization?

What are the table-stakes behaviors for each commercial role and individual to create a measurement baseline?

EXECUTION PATH


Account-Based Approach

Led an organization-wide shift in thinking from contact-based selling activities to an account-based approach


Relationship Lifecycle Mindset

Introduced an end-to-end relationship lifecycle concept to cohesively design all commercial activities around

IMPACT DELIVERED


Improved Productivity

Improved individual productivity across all teams via our resilient account-based process & data model


Purged Territory Conflicts

Eliminated productivity problems due to overlapping territories and duplicative activities across roles


CAC & Credit Attribution

Rules of engagement enabled success attribution and eliminated compensation & performance conflicts


OUTCOME

MOVED 75-MEMBER COMMERCIAL ORGANIZATION TO A CAC-OPTIMIZED, ACCOUNTABLE CULTURE, ELIMINATING ALL ATTRIBUTION CHALLENGES