The interim manager's client was a medium-sized provider of software-as-a-service solutions (SaaS) for the management of trusted product content. The company was the market leader in the Global Data Synchronization Network (GDSN) of GS1 organizations. It had received a request from a major customer to participate in an international request for proposal (RFP) for the development of an innovative cloud solution for couponing.
A SaaS solution of this kind for the online management of coupons (campaign management, prevention of incorrect coupon redemption, coupon clearing, etc.) had not previously been part of the cloud service provider's portfolio. To open up additional upsell opportunities, the company decided to develop the requested product.
The interim manager, who was the company's senior sales manager at the time (2011), was tasked with examining the feasibility of the project, finding suitable technology partners, creating a competitive offer and ensuring that the service would be profitable in the long term.
Technology partners identified and business plan drawn up
To prepare and present the offer, the interim manager first recruited a pitch team of 5 employees from the sales and product management, software development and sales departments. Together with the team, he analyzed the market of providers for the required IT solutions for coupon clearing. Using a scoring methodology (utility value analysis), he selected the most suitable technology partner. The interim manager then drew up a business case including resource planning for the development of new software components and for the ongoing operation of the new solution.
In consultation with the management, the interim manager negotiated and concluded a contract with the selected technology partner as a subcontractor. He also agreed a revenue share arrangement with the client for the creation and ongoing operation of the respective solution components.
Pitch won against international market leaders
In a competitive presentation to the client's decision-making committee, the interim manager presented the offer together with the pitch team and the technology partner. In contrast to the competitors, the solution scored particularly highly in terms of convenience and performance because the technology platform allowed for a fully integrated solution "from a single source" that did not require complex connectivity with other technology platforms and was therefore also more cost-effective than the competitors' offerings.
The pitch team led by the interim manager won the tender. The company was able to successfully assert itself against international, market-leading providers of cloud solutions (generalists and couponing specialists).
Pitch success lays the foundation for sustainable upselling
The contract included a long-term contract with a 6-figure turnover for the development and implementation of the new solution as well as a 6-figure annual turnover for the operation of the new solution.
The interim manager achieved optimized revenue recognition and cash flow by implementing the offer as a full service from a single source. This meant that the client was able to book the entire revenue with the customer, while the revenue shares with the technology partner were booked as cost-of-sales.
Over the next few years, the current interim manager developed the customer into one of the largest and most profitable customers of his former employer by upselling additional solutions.
