The original conversation changed quickly from marketing to exit strategy.
One of the critical decision in any strategy is to understand that problem you are trying to solve. And thats where this relationship started. The CEO felt that the biggest challenge was their brand. But we quickly realised it was actually a lack of empathy for their customers and the need for a more customer centric model. Through a program of leadership development, staff alignment and market respositioning we touch a workclass product and brand from stalling to exit.
Starting with a clear focus on the customers we developed clearer processes on customer training and introduced a webinar upskilling series. Through the business development process we were able to increase greater understanding of the customer needs and pain that we were not currently solving.
Through this process we were able to identify key brand values and change operational processes that increased the value proposition and customer sentiment.
From this base we then took on the brand rollout and lead generation globally. Targeting a niche using digital campaigns in key locations we were able to connect with highly qualified leads from Canada, Australia, Israel, USA, UK, Hong Kong, Thailand and Oman.
Over the following two years the sentiment around the service and brand lifted significantly to the point that we are sought out as a leading global software solution, once dismissed.
We continue to develop productisation, leadership and lead generation strategies to continue the growth within the global holding company.