A parent and child technology company lacked a formal joint sales planning. Too often they ended up competing for the same customer and confusing buyers.
Companies are more dependent than ever on their partners for extended sales and, in some cases, they are interdependent. For two related but separate organizations conducting joint sales, the challenge is to establish a coherent process that maximizes competitive advantages by making the most of the strengths of both companies. A joint go-to-market playbook can serve as a blueprint for the alignment of sales strategies, the customization of content and the efficient utilization of combined resources in a manner that guides behaviors, creates value and grows revenue for both companies.
Here’s how a leading technology giant and an independently operated entity within its family of companies were able to set themselves up for increased revenue growth by arriving at unified seller strategies supported by centralized resources.
- No joint account planning process between the two companies and siloed resources created internal conflict, customer confusion and lack of cross-selling opportunities
- Customers complaining of redundant contacts and lack of joint selling approach
- Sellers untrained on message and unaware of supporting sales enablement content
- The child company's sales organization had a need to align sales strategies across the seller audiences
- The parent company had the need for better understanding of the child company's sales model and how to effectively work with it
- Failure to rationalize content resulted in an overabundance of managed materials with very low uptake from targeted sellers
- Formed a cross-company stakeholder management process to analyze existing sales approach and form a recommendation supported by both companies
- Recommended new end-to-end sales strategy and model to ensure all reps will apply the same selling process
- Built out a new joint account planning approach
- Conducted an existing content audit to understand the quality and use of current sales enablement materials
- Creates additional solution-specific content including overviews, glossaries of existing material and target persona information.
- Developed a sales playbook with a clickable interface to allow sellers to easily access critical content
- Implemented a new unified sales strategy across both companies
- Simplified the joint planning process for sellers
- Improved company standing with customers
- Empowered sellers across both organizations to sell the full solutions portfolio
- Ensured the right balance of content was available to all sellers
- Simplified ongoing program management by launching a single sales enablement resource
- Built an invaluable conduit between the two companies to align on desired seller outcomes