Go-to-market and growth
Translating strategic ambition into real market results by designing and executing tailored go-to-market strategies for business outcome
Translating strategic ambition into real market results by designing and executing tailored go-to-market strategies for business outcome
Combining data-driven insight and customer understanding ensures that go-to-market strategies are grounded in facts and not assumptions.
Problem
A privately held home appliance manufacturer in the Middle East was seeking to find more growth opportunities outside of its home market. The management was seeing new opportunities emerge in neighboring markets, including North Africa, Southern Europe, Eastern Europe and Russia, but was not sure how to prioritize its efforts and what go-to-market strategy to employ.
Solution
Working closely with top management, Reddal supported the company throughout the expansion journey. Initial step was to define the globalization strategy, combined with in-depth market and industry analyses, including field research. Work continued with strategy execution over a two year span, evaluating manufacturing locations and distributors in North Africa and Eastern Europe as well identifying acquisition targets.
Result
The company was able to define a clear fact-based strategy, implementing it systematically, and fine-tuning the approach when conditions changed. Over the two years, Reddal supported on-site to expand operations into North Africa and Europe, acquire a European manufacturer, establish a beachhead in Europe, capture synergies and create a platform for future expansion. Today collaboration continues on-site on new growth areas.
Problem
A global industrial equipment company wanted drive growth by focusing on it's key customer segments, products, and sales channels in the countries with highest growth potential. On top of in-depth analyses, a concrete action plan securing value capture in parallel with top-line growth was needed.
Solution
Working with country managers and front-line staff, a structured approach was used to analyze the granular details of several markets and identify growth opportunities. The country-level plans were aggregated and combined with core process and pricing analyses to create a corporate growth strategy.
Result
The identified growth opportunities and actions allowed the company to grow faster than the market. The approach helped management see how overall corporate strategy can be driven by more detailed country-level action plans. Front-line insights were effectively captured and included in corporate level decision making.
Problem
A European parts manufacturer needed to grow sales in a stagnated market where sales cycles are typically long. Capturing untapped potential from existing core accounts seemed to have high potential, as this would take less effort and time compared to capturing new customers. Yet, the management was unsure how to best address the issue.
Solution
Together with business unit sales teams, Reddal developed a systematic approach to identify key accounts and their potential. The effort sought to create momentum and success stories instead spending a lot of time on process development. Sales activities were focused on key accounts, and sales teams mobilized using a proven key account management process.
Result
Together with business unit sales teams, Reddal developed a systematic approach to identify key accounts and their potential. The effort sought to create momentum and success stories instead spending a lot of time on process development. Sales activities were focused on key accounts, and sales teams mobilized using a proven key account management process.
Client Director with solid experience in corporate and business unit strategy, market entry, new business development, and digitization. Currently leading various strategy efforts in energy, telecom, and IT sectors.
Manager with experience in go-to-market strategy, semiconductor, and tech industry. Currently working on GTM strategy and business development in AI and advanced materials sector.
Manager with experience in process development and go-to-market strategy. Currently focusing on international market entry strategy and processes for Middle Eastern companies.
