Following a complex acquisition of a global partner, our client, a global technology and insights provider, was facing a turbulent period post acquisition with contrasting cultures and significant risks to the achievement of their ambitious revenue targets. Both organisations had a global presence but with very different Go-to-Market (GTM) strategies. There was an urgency to gain clarity on the market facing messaging for customers and for the commercial teams to work well together to best serve their customers. It was critical to maintain the existing momentum and not disrupt the independent pipelines, whilst identifying and capitalising on the opportunities presented by the integration.
We helped focus efforts on the high priority activities - the key decisions that needed to be made, the joint value proposition for the market and most importantly mobilising the sales teams globally.
We worked with their Strategy team and Sales and Product Leadership to approach their GTM strategy in the short term whilst simultaneously planning for future horizons.
We provided the sales teams with clear communications on changes to their ways of working, updated compensation structures and critical customer information to shape sales plans and identify opportunities for increased revenue generation.
- Improved revenue visibility: A transparent mechanism to assess revenue and forecasts across global teams, enabling timely identification of risks and opportunities
- Enhanced collaboration: Unified sales teams leveraging customer insights and working collectively to achieve revenue forecasts
- Strategic alignment: A robust framework and plan for the integration team to ensure seamless collaboration and decision-making
- Clarity and structure: Defined approach to building GTM strategy, embedding a global forecasting process, and mobilizing sales teams for effective market engagement.
