A geospatial technology company
- Civilian and Military defence
- Critical infrastructure
- Mission Critical enterprise software
- PE-backed
- Global Operations
- $900m turnover
Results achieved using proven methodology
- 210% Regional revenue growth (organic and acquisition)
- 172% YOY net profit growth
Context
Global thirty-year industry veteran geospatial technology company with a wide range of solutions for Private and Public Utilities (Electricity, Telecoms and Water) and Government (multiple tiers including Federal, State, local).
Symptoms
They are regionally declining new business sales with increasing rates of customer churn.
Cause
As sales declined, tended to focus on low value ‘quick wins’ across a multitude of software solutions while simultaneously ignoring delivery and software quality issues with substantial Government customers.
Fix
Conducted customer profitability analysis by sector, geography and solution to inform the new Go-To-Market focus. Reduced the number of software solutions for promotion and support in the region from more than twenty to three. Reassigned and built customer success teams for each of the solutions and re-engaged with customers and targeted prospects. Refined and rewrote product value propositions, including the transition from hardware to software-based solutions. Developed channel model and included advisory relationships to extend reach and market penetration. Implemented Account-Based Marketing to increase customer dialogue and feedback to drive product roadmaps.