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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
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
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
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
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
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
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
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
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
