A large telecommunications company was revising its go-to-market strategy for a new region (the south) they had entered. They had been unable to take market share from incumbents.
The company's leadership gathered 32 people from across various areas of the firm, as well as a few outside marketing experts, to answer the question: Given our lack of presence in the south, what do we have to do over the next two years to win market share and deliver a world-class customer experience while maintaining annual EBITDA growth of 8 percent?
By the end of three days, the group had come up with a series of prioritized recommendations that got at critical barriers to market growth: Empowering employees to win business without having to get approval from head office each time, experimenting with pop-up stores to quickly establish bricks-and-mortar presence in the south, selling previously separated sub-brands as a family of products, doubling-down on its web-to-store journey to make it industry best, and so on.
The company gained clarity on what it needed to do,reorganized to better enable functions and brands to get customers the solutions they needed, and established partnerships in the south and online to better compete with the incumbents. As a direct result, they moved into the top decile of industry performers.
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