Develop the Business Model/GTM for a Ground-Up Loyalty Provider in Partnership with a Telecom Company
Develop the Business Model/GTM for a Ground-Up Loyalty Provider in Partnership with a Telecom Company
Develop the Business Model/GTM for a Ground-Up Loyalty Provider in Partnership with a Telecom Company
Overview:
Client: A loyalty solutions provider in the GCC market seeking expansion into Europe(https://www.aidea.ca/)
Partner: A telecom company developing an all-in-one app providing access to multiple products and services offered by SMBs.
Benefits to SMBs: SMBs, such as restaurants, can increase visibility and reach a larger user base through exclusive offers.
Responsibility
Develop Go-to-Market (GTM) Plan: Build the strategy to onboard SMBs onto the telecom app.
Define Organizational Structure: Establish the organizational structure and delineate roles and responsibilities
Unique Challenges
Multinational Coordination: The partnership spanned 8 countries, each with distinct cultures, costs, and consumer preferences.
Network Effect: As a new program, SMB partners struggled to recognize the benefits of joining due to the lack of established network effects.
Organizational Turbulence: High levels of internal churn due to unclear roles and responsibilities, resulting in missed targets for the client
Strategy and Actionable
Centralized framework( Matrix Structure): Proposed a matrix structure while highlighting clear RnR and KPI driven outcomes for the organization split between Operations and Sales/ Partnerships
Focus on Automation and Adapting Technology: Moving to a pull model versus a push model as much as possible to reduce dependency on people
Digitizing prospecting, to allow more time for quality interaction with clients and less time spent on operations
b. Standardized processes via a backend tracking and reporting via Pipedrive versus multiple excel/docs
Institutionalize client KPIs The telecom partner was assigned KPIs(like % marketing spends, visibility, redemption rates) to make the partnership believable and lucrative for SMBs
Consolidated roles in the org, to empower the current taskforce and improve payouts thereby reducing churn
Targets rejigged at an Org level versus at a country level to reduce losses for the client, and make it relevant to specific geographies facing customer challenges
Outcome
Past 3 months, deliveries at 105% at org level, churn continues to be high but we aim to stabilize of by end of year. Contract extended by the partner with client for another year.
Overview:
Client: A loyalty solutions provider in the GCC market seeking expansion into Europe(https://www.aidea.ca/)
Partner: A telecom company developing an all-in-one app providing access to multiple products and services offered by SMBs.
Benefits to SMBs: SMBs, such as restaurants, can increase visibility and reach a larger user base through exclusive offers.
Responsibility
Develop Go-to-Market (GTM) Plan: Build the strategy to onboard SMBs onto the telecom app.
Define Organizational Structure: Establish the organizational structure and delineate roles and responsibilities
Unique Challenges
Multinational Coordination: The partnership spanned 8 countries, each with distinct cultures, costs, and consumer preferences.
Network Effect: As a new program, SMB partners struggled to recognize the benefits of joining due to the lack of established network effects.
Organizational Turbulence: High levels of internal churn due to unclear roles and responsibilities, resulting in missed targets for the client
Strategy and Actionable
Centralized framework( Matrix Structure): Proposed a matrix structure while highlighting clear RnR and KPI driven outcomes for the organization split between Operations and Sales/ Partnerships
Focus on Automation and Adapting Technology: Moving to a pull model versus a push model as much as possible to reduce dependency on people
Digitizing prospecting, to allow more time for quality interaction with clients and less time spent on operations
b. Standardized processes via a backend tracking and reporting via Pipedrive versus multiple excel/docs
Institutionalize client KPIs The telecom partner was assigned KPIs(like % marketing spends, visibility, redemption rates) to make the partnership believable and lucrative for SMBs
Consolidated roles in the org, to empower the current taskforce and improve payouts thereby reducing churn
Targets rejigged at an Org level versus at a country level to reduce losses for the client, and make it relevant to specific geographies facing customer challenges
Outcome
Past 3 months, deliveries at 105% at org level, churn continues to be high but we aim to stabilize of by end of year. Contract extended by the partner with client for another year.
Overview:
Client: A loyalty solutions provider in the GCC market seeking expansion into Europe(https://www.aidea.ca/)
Partner: A telecom company developing an all-in-one app providing access to multiple products and services offered by SMBs.
Benefits to SMBs: SMBs, such as restaurants, can increase visibility and reach a larger user base through exclusive offers.
Responsibility
Develop Go-to-Market (GTM) Plan: Build the strategy to onboard SMBs onto the telecom app.
Define Organizational Structure: Establish the organizational structure and delineate roles and responsibilities
Unique Challenges
Multinational Coordination: The partnership spanned 8 countries, each with distinct cultures, costs, and consumer preferences.
Network Effect: As a new program, SMB partners struggled to recognize the benefits of joining due to the lack of established network effects.
Organizational Turbulence: High levels of internal churn due to unclear roles and responsibilities, resulting in missed targets for the client
Strategy and Actionable
Centralized framework( Matrix Structure): Proposed a matrix structure while highlighting clear RnR and KPI driven outcomes for the organization split between Operations and Sales/ Partnerships
Focus on Automation and Adapting Technology: Moving to a pull model versus a push model as much as possible to reduce dependency on people
Digitizing prospecting, to allow more time for quality interaction with clients and less time spent on operations
b. Standardized processes via a backend tracking and reporting via Pipedrive versus multiple excel/docs
Institutionalize client KPIs The telecom partner was assigned KPIs(like % marketing spends, visibility, redemption rates) to make the partnership believable and lucrative for SMBs
Consolidated roles in the org, to empower the current taskforce and improve payouts thereby reducing churn
Targets rejigged at an Org level versus at a country level to reduce losses for the client, and make it relevant to specific geographies facing customer challenges
Outcome
Past 3 months, deliveries at 105% at org level, churn continues to be high but we aim to stabilize of by end of year. Contract extended by the partner with client for another year.
