CommSoft

Information Technology Industry: Australia, Singapore, China, & USA

CommSoft*, an Australian SaaS technology company looks to expand its presence into the highly competitive American market. Stalled by lack of internal structures to guide their activity into a foreign market; sales dropped significantly as conversion rates fell below 10%. The client needed to find a way forward to allow them to thrive in new markets.

THE FULL STORY

(4 min read)

Assigned to engage, coordinate and innovate with CommSoft’s* all-in-one Communications platform, Monter worked with the Chief Executive and key heads to break into new markets and win powerful, high profile customers such as Disney, Mattel, KPMG, Accenture, and the US Congress.

CommSoft breaks into new markets to win powerful, high profile customers such as Disney, Mattel, KPMG, Accenture, and the US Congress.

THE PROBLEMS AND CHALLENGES

  • There Was No Structure and System in Place
    Internal teams had clear barriers to perform in their respective roles. Where cross-functional teams were required, discrepancy in approach and workflow hindered overall performance. Across the company, brand, sales, marketing, and communications experienced difficulty to execute in order to meet targets and grow. In the fast-paced technology industry, CommSoft* found it difficult to pivot, adapt and successfully expand into new markets.
  • Branding Identity and Communication Issues
    To achieve their ambition of growth within established and new markets, CommSoft* needed to develop internal systems to guide their market and product positioning efforts. Specifically, brand & marketing teams had no consistency in value proposition into the market and sales suffered as a result.
  • Fractured Culture and Values
    The company understood what their communication platform was capable of achieving however, was experiencing challenges in what they believed to be key principles of success for the business. This translated to inconsistencies in role definition and communication outputs stemming from the leadership and throughout CommSoft’s* hierarchy.
  • Inconsistent Decision-Making, Planning, Goals and Objectives Settings
    As a result of undefined roles, lack of structure and inconsistent principals to drive behaviour; leadership were operating in self-managed silos which saw the spread of misalignment across the company to swell at critical communication points. Unclear goals and objectives resulted in poor planning and ineffective decisions in key geographies and influential prospects.
  • Threat of New Entrants / Competitors Eating into Current Target Market
    CommSoft* lacked the data and direction required to optimize effort and maintain their market share. Where AGILE was needed to make more efficient and effective moves the company’s rigid approach to internal people and process management resulted in slow and uninspiring work. There was an absence of effort where it was most required to defend market share.
  • Growing Pain
    Of immediate priority was CommSoft’s* ambition to grow into the American market. Internally, the company was not equipped nor aligned to a common proposition that was clear and differentiated. This inconsistency at its core advanced throughout key business units, to hinder communications, value propositions, sales training, business development and leadership presentations. Ultimately, growth was throttled and the American market seemed unachievable.

OUR APPROACH

Working with leadership and key business units, Monter came to understand the unique levers required for CommSoft* to align their people and messaging to grow presence and engagement in a new market. Sales became seamless, and conversions rose as the confidence associated with CommSoft* grew.

  • Creation of Core Platform
    Consequential to the success of CommSoft* was the development and implementation of the Core Platform to provide foundational business structure, a guidance tool that directs the company towards results, and performs as a blueprint for good governance.
  • Re-Orientation of internal Values, Culture, and Vision
    CommSoft* underwent a significant shift which targeted key internal leadership and teams with energy and clarity to shape a new set of behavioural principals. Adopted internally, these in turn allowed for alignment across complimentary business units and allowed space for a culture to take hold and flourish. CommSoft* leveraged its new internal structure to guide everyday decisions, conversations and the wider strategy for Growth and Expansion.
  • Identifying Opportunities and Setting Objectives and Goals
    New opportunities must be evaluated thoroughly based on outcomes, following data-driven analysis. Once identified, Objectives and Goals have to serve the vision of the organization with assertion on clarity and well-defined direction.
  • Master Strategy Formulation
    consisting of Corporate Strategy and Business Unit Strategy – driving the company towards the goal, providing guidance across key business units, and detailed plans to execute the value proposition.
  • Growth and Expansion Strategy
    Careful and considered implementation of a unique Growth and Expansion strategy for CommSoft* allowed the company to make clear decisions in a new market, leading to incremental acquisitions and bottom line growth. This ultimately allowed CommSoft* to achieve its strategic imperative and successfully launch into the highly competitive American SaaS market.

OUR SOLUTION

Based on our detailed assessment of Commsoft’s* leadership and key business units; Monter developed an internal structure and a multi-strategy to direct the company’s people and resources to achieve the Growth and Expansion goals. The stages include:

  • Deployment of Core Platform into the organization – to provide foundational business structure and to act as a guiding system for continued growth and action.

  • Structuring objectives and goals setting, decision making process, and planning with full utilization of the Core Platform

  • Building the CommSoft* brand – from the foundational Brand Strategy to the individual guiding elements that sit atop it.

  • Utilization of the Core Platform on Communication (PR) – Dictating an effective and differentiated tone governed by a unique set of principals

  • Create Customer, Sales & Marketing Strategy, market positioning, and new-market entry strategy – to launch CommSoft* as a brand, followed by the executions of branded experiences through a range of mediums

  • Implement building blocks of AGILE to optimize teamwork and outputs. Strategy and process were developed to compliment a new high-performing structure.

THE RESULTS

Through the implementation of the internal structure, platform and principals we developed and deployed for CommSoft*, the company was able to successfully launch into the American market and continue to grow within the new geography guided by our strategies and structures.

  • Structured and systematic approach to new business opportunities, decision making, and planning which was critical in an otherwise, foreign market space

  • A successful brand that stretched and resonated not only with the intended audience but also with internal leadership and business units

  • A brand that is trusted and respected in the industry – measured by competition analysis.

  • Successful funding series 

  • Clear leadership direction focused on execution and results

  • Increase of Global customer base across new geographies

  • Successful IPO on the NYSE

  • Fully Optimized growth trajectory

  • Significant increase in valuations

3X

New markets in USA, China & Singapore

$150M

Market Capitalization

Series C

Successful funding nearing $70M

*We respect our client’s privacy and although names have been altered, the results are genuine.

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