CASE STUDY
Protecting the core revenue of a global B2B brand
A global B2B brand wanted to know how its primary audience really felt: the business clients who pay to work with it and bring in most of its revenue.
We surveyed 76 of their senior leaders across four client tiers and four regions, then turned what they told us into a revenue-risk model and eight strategic recommendations.
AT A GLANCE
The results
of next year's revenue identified as at risk, and traced to the client tiers and markets behind it.
of revenue comes from smaller clients, the tier where dissatisfaction was highest.
of clients rated the brand's premium service positively, though every one called it critical.
oUR APPROACH
What we did
Started with the data
We reviewed client feedback, internal reports and industry market data - using this to feed into discussion guides.
Built the guide with leadership
Every question was mapped to six objectives, from competitive position to client needs, then signed off with input from teams across the business.
Surveyed 76 senior leaders
Owners and directors from emerging to enterprise-scale clients across four regions, mixing scored questions with open conversation.
Grouped clients into four tiers
We analysed each client & then each tier on satisfaction, cost, return on investment and intent to stay.
Modelled the revenue at risk
With the brand's finance team, we combined past fees with each client's stated intent to return, by tier and by market.
Benchmarked the competition
We looked at the brand against its rivals on importance and overall quality, and highlighted areas of weakness and improvement.
THE OUTCOME
Insight built for decisions
A revenue-risk model
Revenue at risk broken down by client tier and market, with mid-size clients the biggest exposure.
Where return falls short
Around one in ten clients was getting a poor return on what they spend with the brand.
Premium service, fixed at the root
Six pain points in the premium service, each with the fixes clients suggested.
A clear competitive picture
72% rate the brand's quality above its rivals, and we pinpointed where competitors are gaining ground.
Eight strategic recommendations
From joint business plans with the largest clients to new support for the smaller ones.
GTM strategy & management
Basic areas were being ranked poorly, we built a solid GTM plan for improvement and ran this with the internal team.
Ready when you are