Ambition to double orders but lacking a market-driven strategy.
Our client, a leading global industrial business set a goal to double incoming orders by 2030. Yet, growth ambitions were not allocated by region or customer cluster, key accounts were under-managed due to siloed business units, and the sales model was technology-led rather than market-driven.
The organization sought clarity on which markets to focus on and how to mobilize globally.
Prioritize markets, focus resources, and rewire the sales model.
We built a robust fact base for the client and reframed the ambition from ‘local champion’ to ‘global player’, translating it into prioritized must-win battles.
A global market assessment identified focus regions with tailored go-to-market moves and guided resource reallocation, including planned exits from lower-priority markets. Additionally, we designed a market-oriented structure with a formal Key Account Management organization, defined roles and reporting lines, and embedded an operating pace for execution.
This was supported by a comprehensive change plan with communications, town halls, Q&A, and coaching.
Early proof points and a blueprint for scale.
In the first full year, the company realized +15% organic growth in order intake and achieved ~20% reduction in sales costs in priority markets. This accomplishment created a scalable template for further regional rollout.
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