Electric/Utilities

CASE STUDY

Schneider Electric

Driving demand for a global energy management company

Challenge

Schneider Electric is a global specialist in energy management with operations in more than 100 countries. The company recognized that future business growth depended upon driving demand among end customers and the contractors who work most closely with them.

Solutions

In a complicated and multi-layered value chain, digital communications are crucial to forging relationships with end customers and contractors, while enhancing relationships with existing channel partners. By driving a deep understanding of how customers make decisions, and the role that digital plays in helping them, Prophet partnered with Schneider to identify and pursue opportunities to better engage customers across the entire value chain.

Results

Despite challenging market conditions and a slowdown in new economies, the execution of this strategy saw revenues increase by 6.6%. Customized online portals enabled Schneider to increase the share of wallets among contractors by helping them make smarter project execution decisions. The organization also drove greater demand with end-users through tools such as Building Insights – a building energy management platform.

CASE STUDY

General Electric (GE)

Deepening customer penetration in B2B markets

Challenge

GE Healthcare (GEHC) became a global leader in diagnostic equipment by selling best-in-class engineering to department heads at large hospitals. But the decision-maker was changing, making the sell more complex. A diversity of hospitals and clinics were entering the market, department heads were no longer the sole decision-makers and information technologies were growing in importance.

Solutions

Prophet helped GEHC seize the opportunity to tailor integrated solutions to the needs of different segments. A first-in-kind industry segmentation uncovered three high-potential hospital/clinic segments and revealed the requirements of new influencers within each. Segment “plans-to-win” were developed, including:

  1. Developing new product lines for each segment
  2. Creating new segment sub-brands
  3. Reorganizing the sales/service force
  4. Launching a new selling approach to target hospital heads
  5. Integrating diagnostics and information services to provide more complete segment solutions

Results

GE Healthcare gained the ability to penetrate a greater portion of the market and impact more decision influencers. By expanding the dialogue from engineering to needs-based solutions, GEHC is now a stronger partner to healthcare providers and has amplified its ability to develop future solutions.

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