COMPANY PROFILE
A cloud software and technology company focused on customer and employee experience.
CHALLENGES
The company’s business development leaders had signed multiple agreements with strategic alliances in an effort to increase sales. However, the marketing team was not on board with the initiative in the broader corporate marketing plan. This resulted in conflicting messages to the market and to the sales team and, in turn, a limited understanding of the joint value the alliances could truly bring.
SOLUTIONS
The first thing we did was to understand the capabilities and mindset of the existing team, we then hired managers and directors with the right skills and attitude to fill the gaps. At the same time, we worked with the team to understand the value of each alliance with the broader solution. Finally, we worked with corporate business development leaders to segment the alliances, and define and align goals, objectives, strategies, plans, and activities (GOSPA) for each priority alliance. This level of prioritization and alignment on goals and objectives to the corporate goals was received well across marketing, sales, and business development teams.
RESULTS
The new strategic alliance’s product marketing team contributed to 60% year-over-year revenue growth by facilitating a new integrated go-to-market approach, high-impact joint messaging, and focused goals and objectives for
each alliance.