Case Study — Contribution to Business Growth

Case Study — Contribution to Business Growth

This Client’s innovation lab was not generating customer traction. Customer executives and users consistently voted it the lowest of its type. We examined the reasons for this with mock walkthroughs and live customer walkthroughs


Analysis

vThe lab was staffed with tech experts who lived and breathed technology but who could not link what they had developed to helping address visitors’ business issues

vWhile the team was passionate, the intricacies of the technology solution and how it had been developed were irrelevant to the business buyer

vThere was thus a complete disconnect between what customers valued and expected and what was being demonstrated

What we did

vDrill down into visitors’ business challenges and articulate them to the lab staff

vRedefine the customer movement flow within the lab

vProvide each lab employee very clear roles and scripts to articulate

Results

vFor a large industrial mining company, we identified that their most critical challenge was to reduce the number of injuries and fatalities in their mines

vWe redesigned the message for a new Wearable IoT Solution away from aspects of the technology, and towards a business target of reducing worker accidents by 99%

vWe created multiple segmented sub-themes which would each converge towards the easily comprehensible accident reduction target we identified

vWe introduced joint hackathons and customer co-innovation programs to the Lab to explore ideas which reinforced the perception that our Client was a collaborative partner working in full alignment with the mining company’s goals

Case Study — Drive Innovation

Case Study — Drive Innovation

The IT Procurement organization of a Tier 1 pharmaceutical company was experiencing problems with misalignment with its internal business customers.  Technology acquisitions were not being undertaken strategically, and internal IT organizations were suspicious of Procurement’s processes and motivations, which they perceived as bureaucratic and out of sync with their needs

 

 

Analysis

Historical friction between key individuals and divergent performance metrics between the teams resulted in consistently poor interactions between the groups.  However, the levers of control to address these problems mostly lay with the Procurement organization, so a rethink could lead to real improvements

 

 

What we did

 

vBrainstorm examples of the friction with the VP of Procurement and his direct reporting team
to unearth the nature and root causes of the problems


vBrainstorm ways in which Procurement could succeed in the eyes of its internal clients
based on their constraints, motivations, cultures and business drivers


vDevelop 30, 60 and 90 day action plans, to which the whole Procurement team agreed, to improve alignment and re-boot the relationship in the eyes of their clients

 

Results

 

vOver the course of 6 months following the Workshop, Procurement reported a huge improvement in alignment with its IT clients, leading to more efficient technology
 
vProcurement became involved with technology procurements far earlier in the process, leading to better commercial terms, higher internal client satisfaction and better achievement of their metrics

Procurement became a significant new buying center for the IT service provider who introduced us

Case Study — Improve Customer Retention

Case Study — Improve Customer Retention

The Client, a large technology company, had an established Customer Advisory Council program with a history of past successes. However, after 3 years and several executive changes, it had diminished to a fun getaway for Customers, who would send mid-level team members instead of senior people

 

 

Analysis

 

vThe event was being used by the Client’s sales leaders to push the latest offerings
vCustomers would delegate down as they did not know the purpose of the meeting
vConversations were one sided, with no follow up actions agreed upon

 

What we did

vUnderstand and explain to the Client’s senior leadership that their Customers
would appreciate help with improving their services and guiding new offerings

 

vFlip the format such that Customers would present and network for 70% of future meetings, while the Client would speak for 30% of the time or less. The Client would focus on its new offerings and progress on implementing suggestions from Customers

vThe Client and its customers mutually agreed to a year long journey reinventing
the program as a serious and transformative shared undertaking


 

Results

vThe event-based approach was reimagined as a specific, year long campaign

vAttendance was refocused on CxOs of Global 500 companies with no delegation

vThe Client and its Customers recommitted the CAC program to a shared purpose, meaningful shared stakes and common goals
 

 

vThe program spawned multiple workgroups working on separate themes which would converge towards solutions to the big business challenge the group had identified

Case Study – Customer Win Articulation

Case Study — Customer Win Articulation

The Client, a New Zealand-based software company, had achieved a level of success with its enterprise decision automation products, but struggled to be noticed by industry analyst firms.  It considered this to be critical to demonstrate credibility in global markets beyond its strong regional footprint in Asia-Pacific

 

Analysis

Market-facing messaging was controlled by the Founder and CEO, a strong personality and technically brilliant innovator whose understanding of the sophisticated technology underpinnings of the product set did not translate into the language of prospective buyers and partners in North America and Europe

 

What we did


vProposed configurations of the client’s product set addressing the market need to transition legacy systems directly to digital platforms with minimal cutover risk

vRe-imagined product messaging based on a “deep dive” into the philosophy of the company and how it aligned with the publishing needs of working industry analysts

vGreatly simplified analyst and sales presentations away from proprietary and outdated computing concepts towards more familiar language for working analysts and IT executives

Results

vThe client successfully engaged with the three largest IT industry analyst firms, and has been introduced to several large deal opportunities in North America by analysts now aware of where it fits within the required solution architecture