Overview:
To remain competitive and grow their business, a mid-tier global services provider decided to expand their prospect profile beyond the small-to-medium sized business (SMB) and target the enterprise segment. The provider also wanted to enter new geographies to fill the sales pipeline. After an initially successful burst of new clients, their efforts plateaued when current business development capabilities proved incapable of sustaining growth. Unable to land further enterprise customers or adapt account structures as clients grew beyond SMB status, the provider was limited in its ability to expand.
Challenge:
The company needed to overhaul the entire organization’s business development model and sales operations. Everything from contract strategies, service offerings, account strategies, personnel roles, compensation structures, and more would need to be evolved. The relative inexperience in catering to enterprise-class targets and requirements left the company hamstrung. Expert guidance was needed to marry the new market demands with the company’s existing offerings and design appropriate business development models for the new regions and customer class.
Solution:
Emergn was brought in to assess the existing market and service offering presence of the provider and enhance overall business development strategy. Emergn’s experts evolved the global sales process by instilling advanced practices for CRM modeling, pipeline management, offering-to-contract acceleration, and account strategy. Special attention was also paid to teaching the provider how to move beyond traditional time and materials engagements to offer more diverse, enterprise-attractive contract structures, including fixed-price managed service offerings. Finally, Emergn gave the provider the skills and sales practices it would need to segment account and delivery strategies according to new individual client requirements.
Business benefits
The engagement with Emergn created a more mature, well-defined business development model that enabled the provider to successfully attract new clients in any sector of the market. Additionally, with clearer sales personnel roles and a better understanding of how services can be offered, the provider’s delivery and sales organizations are now more strongly connected.
The stronger alignment allows the provider to quickly and independently adapt existing or design new contract structures that fit their clients’ changing needs. The provider is equipped with the ability to structure deals that more equally balance the risk and gain of client engagements, and make the company’s service offerings more appealing to enterprises.
BACK TO CASE STUDIES
