“Everyone is working hard. Yet growth still isn’t materialising.”
Build shared ownership of growth across the organisation
Customers buy differently today. More people are involved in the decision, and more of the buying process takes place digitally. But has your go-to-market strategy kept up? Marketing, Sales, Customer Success, Product and other functions often operate according to their own logic.
Over 8–12 months, this programme helps you establish shared, more effective ways of driving growth across functions.
— Win rates on multi-stakeholder deals increased by 15–25 percentage points
— 40% less time spent on proposals that lead nowhere
— Cross-functional collaboration rated twice as highly by the sales team
— New sellers begin generating pipeline in months 1–2, rather than months 4–6
What does it feel like to lead an organisation when your go-to-market strategy has not kept pace with how customers buy?
Weak growth is rarely caused by a lack of resources.
More often, the commercial setup does not work as one. Data sits in silos and never becomes shared insight. Tools and AI are used differently from one team to the next. Handoffs between sales, marketing and delivery happen ad hoc. Proposals are written for customers who were never ready to buy. And when something does not work, people complain behind closed doors instead of taking responsibility for changing it.
The problem is not a lack of commitment or hard work. It is about getting people, processes and technology to pull in the same direction.
"We have plenty of activity. But too little of it leads into sales."
"Marketing works with one customer journey. Sales works with another."
"The customer journey has become more complex. Our internal collaboration has not kept pace."
"When something doesn’t work, all we get is complaints."
“Our sellers spend more time internally than they do with customers.”
Read
How we transform your reality together
Sales as a team sport: Stibo DX built a shared sales model and made it easier to deliver growth.
From uncertainty to a prioritised action plan for your go-to-market strategy
35% more time spent with customers after six months.
You now have a clear view of where to invest time and resources to drive sales. Sellers have more time for the activities that build the pipeline. You prioritize more effectively and establish commercial cadences that make it easier to allocate resources where they create the greatest impact.
— A Sales Enablement analysis identifying where time and energy are being lost
— A prioritised action plan with clear ownership
— Weekly support to execute the most important initiatives
From fragmentation to one united commercial team
Win rates on multi-stakeholder deals increased by 15–25 percentage points.
Customers now experience one unified organisation that understands the buying group. Strategic accounts are managed across functions, with teams working together commercially so individual sellers do not have to drive everything on their own.
— An account team model for strategic accounts
— Account plays and a review cadence involving all relevant functions
— Go-to-market plans for the prioritised segments
A shared sales approach: PanzerGlass turned the methods of its top salespeople into a common way of working and is now growing faster than the market.
Growth as a market leader: ENGEL shifted from reactive to proactive sales and is now gaining market share after 20 years of growth.
From friction to close collaboration
Cross-functional collaboration rated twice as highly by the sales team.
Marketing, sales and delivery now work within shared systems, processes and KPIs that move sales forward. Tools, templates and AI support one shared way of working. Efficiency comes from clear structures, rhythms and shared logic, not the determination of individual sellers.
— playbook and tools for the situations that drive growth
—A shared sales process with clear handovers between sales, marketing and delivery
— Sales leadership sprints on a 4–6-week cadence that keep execution moving
From side conversations to a strong sales culture
Initiatives for improvement now come from the bottom up, not only from the leadership team. When something is not working, you solve it together. Sales leaders establish a regular cadence for turning data, experience and customer signals into action. This means fewer side conversations and more concrete ideas for improving sales efficiency.
— A shared cadence and meeting format for addressing what is not working
— Sales leaders are trained to manage sales as a cross-functional process.
— Embedded in day-to-day operations, with us involved in the actual execution on a weekly basis.
A shared commercial approach across functions: Bizzkit brought the sales team together around one approach and gets new salespeople up to speed faster.
What we do differently
We do not sell you a stand-alone strategy programme or a series of training days. Neither creates change on its own. Instead, we work alongside you to create a new reality.
We differentiate ourselves in two ways: through the way we involve employees and leaders in the transformation to ensure genuine alignment and ownership. And, not least, through our hands-on collaboration with you, where we coach you and practise new ways of working until the transformation is underway and the simulated strategic reality meets the reality of day-to-day behaviour.
Purple reality
Purple reality is our mental model for bringing strategy and behaviour together in everyday practice. Read more about it here.
A structured programme tailored to your situation
A Sales Enablement assessment based on interviews, a survey and a review of sales materials, handovers, templates, tools, processes, KPIs and systems. You gain a clear picture of where capacity is lost across priorities, handovers, technology and leadership rhythms.
A prioritised action plan with clear ownership. Must-Win Battles, key initiatives, sequencing and ownership are agreed collaboratively in a workshop, where insights from the analysis are translated into shared priorities.
A playbook and tools for specific situations. Templates, tools and a shared sales process for the situations that drive growth and free up capacity — including handovers between sales, marketing and delivery.
Go-to-market sprints and governance. A regular cadence where commercial leaders work with us to drive the prioritised initiatives through 4-6 week sprints, with clear outcomes, follow-up and adjustments. This is where knowledge turns into action.
Embedding the changes into everyday practice and conducting a follow-up measurement after 12 months. We support the execution of the 2-3 most important initiatives each week, ensuring that the tools, playbook and process are actively used. After 12 months, we measure the impact on time, adoption and pipeline — and define the next horizon.
Typical duration
6-12 months
First impact
You begin to see results after six to eight weeks — once the action plan is ready and the first priorities are put into action.
FAQ
Will the programme be tailored to us?
Yes. We start with your reality, not a standard model. The programme is built around the specific challenges and opportunities your leadership team is facing right now.
How much time do we need to take out of our day-to-day work?
Less than most people expect. The programme is designed for busy leaders and is built into the work you are already doing, rather than added alongside it.
Kan I garantere resultater?
We do not guarantee specific numbers, but we measure momentum throughout the programme, so you can see the impact rather than simply feel it. The programme is also designed to embed the changes, so the impact continues after we leave.
Can we stop along the way if we are not seeing value?
Yes. You are not committed to completing the full programme if it is not making a difference, or if you no longer believe in it.
How quickly can we get started?
Quickly. We begin with a short online meeting, followed by a session where we define your needs together. You then receive a proposal and a plan. It can take just a few weeks from first contact to getting started.
From more to most effective: Grundfos replaced ingrained habits with a shared way of working and improved both sales capabilities and sales performance.
Value in every conversation: PFA shifted its advisory approach from self-service to stronger customer meetings, improving both the customer experience and sales.
Book a 30-minute conversation with us
Get everyone to take ownership of your growth by next quarter (without a new strategy or standard training programmes).