Capability Statements, Case Studies, Event Strategy
When there is a lot of competition and the market perceives your organisation to sit at the Paris end of the street, how do you effectively communicate your expertise, capabilities and solutions directly to potential new customers, or internally across a range of complementary departments who have clients experiencing problems you solve?
This was a major concern for my client who are the Australia & New Zealand technology consulting and services arm for one of the Big Four Consultancies. Marketing efforts within the organisation focused on national brand positioning and technology alliances, not on lead generation. The technology consulting firm has successfully relied on referrals over the years but knew this tactic alone would not allow them to reach their increased revenue targets.
Radial Consulting was engaged to create internal and external capability statements, draft a number of customer case studies, and design a 12-month event strategy to effectively promote the technology consultancy’s existence both externally and within the firm.
The capability statements were created after a number of workshops with the team and research into the organisation’s vision and mission statements to align their purpose across the global branding, messaging and identity. The external document required a generalist approach to resonate across a range of verticals and with decision makers from medium to enterprise level organisations. The internal document was created to target key business units within the company, showcasing the breadth of their experience, serviceability and relevance to prevent these teams from engaging external organisations when those capabilities were already available in-house.
To help further explain their ability to service clients across a range of solutions, case studies were drafted on customers who had implemented either an Infrastructure solution, Managed Services, or DevOps strategy.
The 12-month event strategy produced for the business unit leveraged vendor funding and promoted key areas to work with partners, but it also focused on strategic high-level events using their own investment, as it is important for the organisation to not dilute their brand in order to attract enterprise level clients.
While awareness, internal visibility and the creation of branded documentation to effectively communicate their value, purpose and capabilities was paramount, the business unit’s primary outcome was the ability to generate new leads. The differentiated case studies provide clear examples of the solutions they implement and are relevant for both internal and external audiences. The 12-month event strategy was designed as a business case explaining how it would maximise budgets, increase leads, improve external awareness, and position the unit as well as key individuals as thought leaders within the industry.