How can we reconnect with key customer segments after fundamentally changing our sales model?

Go-to-market Planning

Our process

After the definitions were set, the first step was to determine a starting point from which to expand. Our process usually dictates that we start at the source. We conducted a number of first person interviews with key staff and project stakeholders. We also created wider online surveys for enterprise level creatives and for internal staff so we could benchmark the perception and reality between how our client presented their value proposition, and how it was being received by their customers.


Context is everything, so it was extremely important for us to understand the creative landscape and understand the challenges of agencies and client-side enterprise level design teams.


One of the advantages of a Design Thinking approach is to experiment with ideas and connect apparently unrelated subjects via visualising data and approaching things from alternate viewpoints. We were able to identify a connection between the industry challenges, such as reduced margins, increased demand, speed of delivery, talent acquisition and retention – with workflow efficiency through use of our clients’ products. This in turn led to increased creativity and greater happiness at work – which led to a connection with employee engagement (one of the fastest growing sectors in the loyalty space).


The outcome

Our report identified multiple connected themes and from this we were able to develop a non-linear MVI (Minimum Viable Initiative) map to demonstrate how these could connect together in order to continually identify enterprise creatives throughout their career path, and more importantly, how to maintain a relationship with them so the connection grows with time.


The client is now well into an execution phase based on our strategic work and due to the success of this first project we are now undertaking new projects with them in other areas.