Case 1

Competing against the market leader is always going to be difficult. It was particularly challenging for Lexmark UK, who were competing against HP in a major central government department. Our Market Intelligence team were tasked with increasing market share over a 3 year period. In consultation with Lexmark we defined immediate, medium and long – term objectives. The process involved initial secondary research followed by more detailed primary research and the gathering of human intelligence.

We identified:

  • Key individuals; movers and shakers with budget.
  • The department’s language: enabling bids and proposals to be written in a form familiar to the targets.
  • Existing and upcoming projects.
  • Buying criteria.

The resulting intelligence enabled Lexmark to meet with senior civil servants in the department and win significant volumes of business.

Business results included:

  • £6 Million win within the first year for equipment and services.
  • Further £2 Million win in public agencies associated with the department
  • Displacement of HP as the Market Leader in the department
  • 40% market share after 3 years.

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Case 2

Small companies rarely win major contracts on their own but for our client, a $12 Million opportunity was too attractive to ignore. The Nottinghamshire based software company employing 30 engineers had developed a product which enabled merchant banks to transmit sensitive information over the Internet. The contract was to supply infrastructure, software and services. Our client had the software but neither the size nor balance sheet to bid for the work. They needed to know which system integrator to partner with, where the competition was likely to come from and what price/service combination would create a winning bid.

Our Key Account Intelligence team quickly mapped the competitive environment and set about obtaining the human intelligence that would give our client the edge. During a three month period we:

  • Identified all the active competitors.
  • Made contact with and started to influence buying teams.
  • Discovered the key purchasing criteria.
  • Arranged meetings between our client and key influencers.
  • Identified all prime contractors and their competitive position.
Business results included:
  • Proposals to partner from all the bidding primes.
  • Accurate estimation of competitors pricing.
  • Contract secured for $12 Million in the first year and services throughout the life of the contract.
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Case 3

Tendering for major contracts can be a risky business. Especially when the cost of bidding can run into hundreds of thousands of dollars. For one medium sized European System Integrator, a significantly reduced win ratio spelt trouble. The problem was that the organisation simply did not know what was going wrong. Feedback gave them no clues. Their products and solutions were similar to competitors, yet they always managed to be slightly more expensive than the winning bid.

We were engaged to create a Wargaming scenario prior to a multi – million pound contract. Our consultants constructed an exercise tender situation with three individual scenarios, representing expression of interest, initial bid and best and final offer. At each stage members of the team interacted with both their ‘suppliers, sub – contractors and the authority issuing the tender’. The exercise:

  • Was held off site, in a business school with access to normal corporate communications and services.
  • Each scenario took three days to complete.
  • The whole exercise was run over a six week period.
  • Bid team members were debriefed and coached on each element of their performance.
Business Results:
  • Several weaknesses were identified including:
    • negotiation with suppliers and sub-contractors.
    • poor management of confidential material.
    • bid management and co-ordination.
    • intelligence gathering from both the market and the issuing authority.
  • Training was put in place, minimising identified weaknesses.
  • Win ratio returned to 1 in 3 (rather than the 1 in 8 it had fallen to).

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Case 4

Entering new markets and new product launches are challenges that should be exciting in a good way. For a US Software company a lack of presence in Europe compromised their competitive position. By the time we were called in a significant sum had been spent on product development and promotion. Despite all their efforts, they had yet to make a sale.

In an increasingly connected world, it is possible to win decent market share and business in places far removed from your home market. But you need good intelligence if you are going to succeed. We were engaged to first identify and then recruit good channel partners.  Our Market Intelligence team engaged with the client to develop a channel proposition that worked in different European countries. The team then:

  • Analysed different countries, identifying the most attractive markets.
  • Identified Resellers and Value Added Resellers.
  • Identified sources of funding for inward investment.
  • Assisted with the recruitment and support of resellers.
Business Results:
  • Over 40 new clients signed up in a 6 month period.
  • A network of 18 value added resellers recruited in 6 major European countries.
  • Revenue in excess of $4m in the first 12 months.
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APM Digital generates business for clients. Our unique, knowledge based information gathering campaigns open meaningful dialogue with decision makers. We deliver qualified opportunities and set appointments for your field sales teams.

Why we are different:

  • 1. In house MBA qualified sales professionals
  • 2. Large and responsive database of decision makers in several market verticals
  • 3. Over 10 years of B2B marketing experience
  • 4. Systems that automate and co-ordinate lead generation
  • 5. Prestigious and happy long term clients

Services Include:

  • a. Commercial Intelligence
  • b. Key Account Intelligence
  • c. Market Intelligence