Client Situation
A PE-owned lower-middle market technology company had grown into managed IT services via acquisitions, but the company struggled to drive sustained organic growth. The PE firm sought assistance around a revenue-focused assessment of these two businesses and their subsegments, with a focus on sales & marketing levers to identify the 2-3 top levers for 2021 revenue activation within each of the business subsegments.
3HA Approach
We evaluated the existing strategic business review process and analyzed the high-value account performance to identify gaps and define the point of arrival.
Redefining the account planning and management process involved 4 distinct workstreams:
1. Targeting high value accounts
- Reviewed top-50 accounts for both business units
- Assessment of product / service level penetration for upsell & cross-sell potential
- Mapping of employee counts at customer level to assess wallet size
2. Account planning templates & sales plays
- Identified point of departure/ arrival in terms of process, templates and practices
- Created account planning template roadmap (topics, objectives and rationale)
- Created sales plays inventory
3. Sales plays details and examples – 12 sales plays identified and delineated across all pipeline stages
- First-meeting
- Post-discovery
- Customized sales
- Close
4. Capabilities and performance management
- Essential skills
- Meeting cadence and topics
- Communication
Outcomes
The team helped re-architect the strategic account planning template, created 12 high-value, personalized plays for all stages of the pipeline, and created the framework for meetings between managers and sales reps from weekly 1-on-1s and monthly sales and pipeline reviews to quarterly ride-alongs.
Templates for strategic account planning and high-value, personalized plays can be made available upon request.