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Case Studies

Defining where to compete to win, what to double down on and what to stop doing

Multi-Year Strategy to Double Company Revenue

Background

A leading publicly traded Revenue Management Software company operating in a vertical market, with 60% market share, was anticipating a decline in growth rates. The company had multiple investments with varied returns, and none were expected to deliver on the stated goal of more than doubling the company revenue within 3-5 years while improving company EBITDA.

Company Snapshot

Industry: Revenue Management Software


Company Size: $101M

EBITDA: ($25M)

The Challenge: Declining Growth Rates and a Lack of Focus

After 13 years in business, the company had reached $100M in revenue, 75% concentrated in one core vertical and 25% in a secondary vertical. Growth in the core was stalling due to high penetration and a strong incumbent competitor. The secondary vertical was underinvested (product and GTM), limiting traction. At the same time, the company acquired a product line sold to unfamiliar buyer personas with a different sales motion and launched a horizontal product into a crowded market. Net result: too many initiatives, spread too thin without the resources or focus to make any of them succeed

Strategic Planning Process

Assembled a team consisting of senior management, middle management and subject matter experts

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Trained the team on how to create an outside-in perspective on business initiatives

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Scored the performance of existing initiatives and new ideas against market maturity, competitive landscape, perceived value, ability to execute and ability to drive meaningful growth for the company

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Created mini-business plans for each of the initiatives that scored well and discussed the team’s confidence in the ability to execute

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Resulting strategy produced the following actionable goals:

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  • Eliminate the horizontal investments
     

  • Double down on core verticals: increase investment in secondary vertical and explore M&A in the core vertical
     

  • Unlock revenue potential in the core vertical by focusing on a transition from on-premise to SaaS deployments

Outcome

After addressing internal inertia and resistance, the company executed the plan. Several years later, results included:
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  • Secondary vertical: 300% growth and 10× ARR, materially improving revenue quality.
     

  • Core vertical: Revenue doubled organically, with additional growth via targeted M&A.

    Total revenue: Reached $264M.
     

  • EBITDA: Increased to $50M.
     

  • Customer NPS: Improved from –16 to +19, driven by SaaS delivery and a formal Customer Success function.

Improving CAC and LTV while Doubling ACV & Increasing Win Rates

Creating a value-based sales framework and optimizing go-to-market

Background

A small vertical business unit within a software company had stagnated for four years. CAC and LTV were sub optimal. It had limited penetration among the top 20 target customers in its vertical, suboptimal margins, and low win rates.

Business Unit Snapshot

Industry: Quoting, Pricing and Channel Management Software


Business Unit Size: $9.2M

ARR: $1.6M

Gross Margins: 61%

Selling Features and Poor Market Engagement

The sales team led with features and reacted to inbound functional questions rather than shaping the conversation. There was no structured approach to engage prospects around transformative business outcomes. As a result, win rates were low and deal value defaulted to price negotiations, with little credit given to quantified business impact.

Go-to-Market Strategy Execution

Refined buyer persona focus, ideal customer profile and invested in higher quality marketing database
 

Developed a detailed ROI model with customer inputs

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Adjusted sales process, so that every qualified deal had to have a business value proposition documented and accepted by the customer

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Adjusted the sales process to broadly engage influences, decision makers and gate keepers

Trained sales and sales engineering team to follow the methodology

Created documented case studies with customers and published through 3rd party analysts as well as video testimonials

Aligned all marketing content and programs to focus on the measurable value delivered
Executed targeted value-based campaigns targeting top executives in key accounts

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Resulting strategy produced the following actionable goals:

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  • Eliminate the horizontal investments
     

  • Double down on core verticals: increase investment in secondary vertical and explore M&A in the core vertical
     

  • Unlock revenue potential in the core vertical by focusing on a transition from on-premise to SaaS deployments

Outcome

Within 1 year the business unit closed 3 new customers from the top 20 list. Within 3 years it had penetrated 13 of the top 20 customers in its vertical.
 

  • Annual Contract Value doubled in value​

  • Win rates were up from 20% to 36%

  • Gross Margins improved from 61% to 75%

  • Total revenue grew to $33M

  • ARR grew to $25M​

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