Case Study: Supporting Content Creation After Major Rebrand

I worked for a large organization in the Workload Automation space. The company had recently undergone a rebrand from UC4 Software to Automic. This rebrand was designed to move the solution away from being seen as a legacy tool focused on point-automation, and instead as a more holistic automation tool covering new trends such as Application Release Automation, Service Orchestration and Cloud Automation.

In the Business Automation space, Automic had large competition, including CA and IBM, and a difficult marketing message to sell: customers are wary of ‘platform’ sales as they don’t like the idea of ‘rip and replace’. The company also didn’t have a story in these new verticals, and the sales guys did not know how to sell it.

We wanted to create an improved set of marketing collateral and sales training, and validate this content with clients and analysts. This collateral would allow us to deliver the right information to the right people at the right time in the right format and the right place to assist in moving specific sales opportunities forward.

We created:

  • Reusable templates for proposals, quotes and contracts – this saved hours of writing content from scratch and created consistent messaging
  • Beat out the competition with battle cards: battle cards are types of content that educates and differentiates from competitors. This gave the sales team fuel to move deals forward
  • Got case studies from every kind of customer we have, whether it was by industry, company size or specific use case/
  • Optimizing content utilization by diversifying channels – from email to phone and social to direct channels, we had to be everywhere our customers were to stay top of mind.

We also set up:

  • Monthly product training
  • Monthly sales training
  • Quarterly tools and tech training
  • Quarterly market and industry training
  • Quarterly change management and product management training
  • Quarterly critical thinking and problem solving training

Tools and technology

  • Worked with CSO to drive adoption of Salesforce
  • Set up a consistent process for updating data

There were five steps to setting up a consistent program

  • Knowing our objectives
  • Talking to the people closest to the problem
  • Knowing the buyer and our journey
  • Mapping the sales process to the buyers journey
  • Validate, iterate and improve.

Through this, we were able to establish a beachhead in the new market, secured analyst recognition which we did not previously have for application release automation, and ultimately lead to a successful exit for the company.