Go-To-Market Strategy for Enterprise SaaS Product
“Otway Lawley quickly came in and made immediate impact on opportunity identification which allowed us to enter a
new market confidently”
- Datacom Executive
BACKGROUND
Founded in 1965, ​Datacom is one of Australasia’s largest professional IT services companies. Datacom has a wealth of expertise in the operation of contact centres, data centres, the provision of IT services, software engineering and application management and records an annual revenue of approximately $1.3billion.
PROBLEM
Datacom developed an exciting SaaS product with strong product and fit for a global market. The Datacom team needed help developing the go-to-market strategy, roadmap and investment case to enable them to scale the product.
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SOLUTION
With this challenge, Datacom engaged Otway Lawley, who quickly facilitated and developed the go-to-market strategy. The strategy included market analysis, value proposition, business model, execution roadmap and investment case. Otway Lawley delivered the work collaboratively and insightfully with the client, it’s leadership team and the Board.
IMPACT
The leadership team and Board endorsed the coherent go-to-market strategy, investment case and roadmap. This clarity and direction delivered an incremental step change in SaaS revenue, worth approximately $15mil in year one new revenue.
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Strategy Execution Support for ASX- listed B2B SaaS operator
“"Otway Lawley did a great job supporting us to develop our strategy. They are adept at drawing insights from diverse stakeholders and synthesising inputs to inform strategy and prioritised plans for execution. I can wholeheartedly recommend them.”
- Envirosuite Executive
BACKGROUND
Envirosuite, (ASX: EVS), is a B2B environmental software provider with more than 375 customers across the world. Serving customers in segments spanning Airports, Cities, Construction, Industrial, Mining, Waste, and Water, Envirosuite is focused on building world leading solutions to support their customers to make better operational and development decisions with localised data and insights.
PROBLEM
Envirosuite had developed a strategy to deliver a step-change in revenue growth over a 5 year period. However, with a number of competing priorities, support was required to bring this strategy to life. Envirosuite needed a clear strategic roadmap to support execution, as well as tweaks to their operating model and performance management processes to give their strategy the best opportunity of becoming a reality.
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SOLUTION
Otway Lawley was engaged by Envirosuite to build out and scaffold its 5 year strategic roadmap and other building blocks needed to successfully deliver on the strategy. The strategic roadmap, operating model design and performance management process was developed with management and key stakeholders to make sure it provided a practical pathway to deliver on the businesses strategic ambition. Clear accountabilities and actions were agreed and cascaded to ensure the strategy didn't end up sitting in the top drawer.
IMPACT
The strategy execution support helped Envirosuite to deliver on their strategic ambition. The work not only provided practical and clear direction to the business, but it also supported the uplift and development of key internal capabilities required to deliver on the strategy.
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Performance Improvement for Underperforming Business Unit
BACKGROUND
Elders (ASX: ELD) has played an important role in Australia's agricultural sector for over 180 years. Elders' expansive network across Australia, and abroad, offers links to markets, tailored advice and specialist knowledge across a range of products and services. The breadth of their product and services is expansive, covering farm supplies, agronomy, livestock, wool, grain, finance, insurance and real estate.
PROBLEM
Elders operates an overseas meat importation, processing and B2B retailing business. In recent times, the financial performance of this business had declined, with poor results over the previous four year period.
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SOLUTION
Elders engaged Otway Lawley Consulting ("OLC") to conduct a diagnostic and prepare a program of work to turn around the business. The review considered market potential and performance relative to competitors, opportunities for growth, and performance improvement through operational levers such as procurement, inventory management and sales processes. OLC delivered the work collaboratively, with tangible insights and a clear implementation plan including a detailed initiative roadmap to deliver sustainable uplift in performance.
IMPACT
The leadership team and Board endorsed the performance improvement plan and roadmap. The clarity and direction delivered a pathway to profitability and a step change in performance. Overall, the program delivered a 12% EBIT improvement in the first year alone.
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