To expand the scale of its sales through the partner channel, the company strategically positioned ‘strategic partnerships’ as a substantial revenue source. This initiative involved establishing a well-defined Go-to-Market (GTM) strategy and process tailored to effectively leverage and nurture these partnerships.
This business was stuck selling a commodity service to enterprise clients. It struggled to differentiate itself, resulting in margin erosion and a significant slump in growth. The goal was to revitalise its underperforming sales organisation, drive revenue growth and attract increased M&A interest.