“Transform the Business” describes the radical approach of our global customer from the IT industry to break the 60 billion turnover barrier within the next two years.
Part of the strategy to achieve this goal was ‘to unite’ marketing and sales in a global, virtual organisation. The demand generation model (Demand Waterfall) was also restructured in this context. The declared goal was to create a positive, fast-response customer experience through customer-centric action and to generate more turnover by a consistently qualifying demand.
The implementation was based on five priorities:
The global project, set to run for 18 months, was driven by specialised, virtual teams from marketing, sales and IT. Numerous IT processes were also adapted along with the business processes, necessitating the close cooperation of interdisciplinary teams.
insidery’s core task in the ‘Change the Business’ phase of the project was to globally standardise and simplify the process for manual lead uploads with the customer’s internal business partners and to train the marketing teams worldwide in the new quality standards, tools and processes. The assignment also included end-to-end process tracking & reporting, as well as troubleshooting and escalation management. A further important role for insidery was to bring together the strategic and operational teams, experts and other stakeholders relevant for certain topics in order to facilitate the process of solutioning.
The quickly set up new ‘interim process’ – from the ‘old’ to the ‘new’ world of demand operations – complemented by an additional insidery operational team as first level support until the remodelling of the IT infrastructure and the automation solutions were mature enough. Up until then, standard processes and new quality standards were created and controlled, various upload channels and IT tools were consolidated, reporting dashboards were created, and the continuous information flow and training of local marketing teams around the world was ensured.
As an additional service, the insidery team was also responsible for “translating” and implementing top-down strategy and target measures throughout the entire change.
As the new processes matured, insidery provided proactive support for the customer in the further development of tools and in the consolidation and resolution of open issues to enable a smooth transition to the starting ‘Run the Business’ Phase. This was characterised by focusing on the high quality of processes as well as responsiveness – with a high degree of automation.
Following the implementation of the new demand generation model, fixed SLAs and quality standards ensure that only highly-quality, ‘mature’ leads are sent to the call centre and sales, whereas the remaining leads are further nurtured in the marketing cycle up to ‘sales-readiness’.
We are very proud of our client’s success, as the team of insidery as a proactive business partner was actively involved in driving the change. Here are the most important achievements.
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