Transport Sector
Turning rail sector insight into 50% pipeline growth
Research-led positioning turned a cleaning-led initiative into a strategic partner proposition for Train Operating Companies.
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1:1 ABMDBMTechnology Sector
From 10% to 40%: rebuilding a stalled enterprise relationship
One-to-one ABM, combined with deal-based marketing (DBM), applied to a major enterprise account with the largest opportunity in the relationship due to tender within the year.
The challenge
The situation
Engagement with this strategic account had stalled around a single function, built on one underwhelming moment of contact with little follow-through since.
The odds of winning the account's largest enterprise opportunity stood at just 10%, with the tender due within the year. Expanding relationships, improving visibility and strengthening engagement across the wider buying group became critical to improving the organisation's position.
The approach
What was actually done
The priority was not generating more activity. It was expanding relationships, building credibility and improving the organisation's position ahead of a strategically important tender.
Map the account before marketing to it
Stakeholder mapping and decision-maker profiling created a clearer picture of the account, where influence sat and who would shape the final decision.
Build engagement assets worth opening
A dedicated microsite, refreshed interactive brochure and an executive thought leadership piece were developed around AI, one of the few topics already generating meaningful engagement within the account.
Create a forum that keeps everyone aligned
A regular cross-functional forum brought sales, marketing, bid and business development teams together to share intelligence, coordinate engagement and make decisions collectively.
Move from supplier to partner
The real breakthrough came from challenging the relationship dynamic. While the organisation wanted to sell to the account, the account also had reasons to engage with the organisation.
Introducing business development contacts and focusing on shared priorities across technology, security, sustainability and critical national infrastructure shifted the conversation from a supplier relationship towards a strategic partnership.
Prepare properly for the tender
Working closely with sales and bid teams, the value proposition was reshaped around account priorities. Stakeholders were briefed on key insights, a culture and language guide was developed, and executive-level content was created, including a bespoke CEO video.
The impact
What changed
The programme transformed a stalled relationship into broader strategic engagement.
Engagement expanded beyond a single stakeholder group to include leaders across technology, security, sustainability and executive functions, creating stronger foundations for collaboration and partnership.
Closer coordination between sales, marketing and bid teams improved alignment around the opportunity and increased the assessed win probability from 10% to 40%, significantly strengthening the organisation's position ahead of the tender.
The results
Where the work actually landed
10% to 40%
assessed win probability ahead of the tender
4
leadership functions engaged beyond the original contact group
1
cross-functional forum aligning sales, marketing and bid teams
1:1 ABM with DBM. Programme led by Amanda Weekes during her in house career, before AWX.
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