When brokers are influential in 90% of your sales, but the knowledge to articulate the value proposition and solutions to the channel is weak, you have a challenge. That's what Allianz Partners were facing with their sales enablement strategy. Add to that the desire to add rocket fuel to help their direct sales team land and expand in big accounts, and the challenge was set.
A twofold approach was needed. First, we set our sights on changing brand perception as well as product knowledge within the broker channel. The long-term ambition was to design a clear strategy and tiered channel programme to empower and inform brokers. But there were some primary actions we could take to initiate change with immediate effect. Beginning with education and enablement, we built an engagement plan centred around self-learning. Designed to enhance empowerment, this culminated in an e-learning programme that brokers were incentivised to complete. An effective ‘show’ not ‘tell’ strategy that recognised and honoured the critical role the broker has as a partner in the sales process.
Consistent positioning creates opportunities
The second focus was to develop the knowledge and skills of the direct sales team, particularly following M&A activity which saw many new sales people joining the team. The goal was for everyone to consistently position and upsell strategic services in tenders. We started by identifying where the opportunities were across NGO and IGO and Fortune 250 accounts and simultaneously identified knowledge gaps that prevented the more strategic solutions being put forward to prospects and customers. Having identified six USPs, and associated messaging for tender responses, the programme culminated in a 10-part ‘Pitch Perfect’ video series which the enterprise sales team took part in with great success.
From little acorns, mighty oaks grow… Implementing change in such a large scale-led matrix organisation was a challenge but my small, agile pilot with Seeblue quickly expanded, as marketing leadership saw the results.
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