Hitachi
When Bigger Is Better
Hitachi Consulting is a member of one of the largest technology conglomerates in the world, Hitachi Limited, of Japan, which has infinite reach, innovative technology, sought after talent, and close to 9 billion dollars in revenue. As a highly diversified company, they operate eleven business segments: Information & Telecommunication Systems, Social Infrastructure, High Functional Materials & Components, Financial Services, Power Systems, Electronic Systems & Equipment, Automotive Systems, Railway & Urban Systems, Digital Media & Consumer Products, Construction Machinery, and Other Components & Systems.
Such a massive enterprise can be an inordinate task for someone who seeks to engage with one of their divisions. While Hitachi's professional consultants and sales resources represent each business unit, their ability to get at the heart of a clients' interest is highly reliant on localized partners and resources that can help them become relevant to each buyers' unique interest. In that manner, Straedgy played a critical role in helping their Canadian Public Sector division become a trusted ICT (information communications and technology) vendor.
Hitachi, in collaboration with one of its prime partners, engaged our support in helping them to develop new business in government and in particular, the transportation sector, a business they had a significant global footprint. Facing competing incumbent system integrators who were well entrenched, mandated the need for a new strategy and series of programmatic tactics to help penetrate quickly, thereby creating a wedge of business that could open the doors to more strategic wins. This enabled them to establish a beachhead of success and increase market penetration in the Canadian public sector at large.
Is being big better? Sometimes it can be an albatross, especially when buyers are seeking vendors who have highly relevant localized expertise. Being bigger has its challenges as the greatest hurdles include the ability to orchestrate and deliver outcomes harnessing a global portfolio of diverse resources. It would need an independent broker to assemble these disparate teams. It would require account management to smooth out the rough edges of onsite and share offsite delivery. Most of all, customer intelligence.
No amount of capacity, revenue, and resources can match intelligence. Buyer intelligence comes in many forms, yet when it is coupled with “feet on the street” that speak the language of the buyer, that intelligence and customer insight, when combined with a global powerhouse, make bigger even better. That was our goal and that was what the Straedgy team delivered. Armed with deep knowledge of the customer environment, our skills were employed to communicate and prove the value that Hitachi offered. When combined, it made for a story that would resonate with new clients who were seeking new alternatives that could be trusted.
Trust is the glue that binds diversity, process, and technologies. It is the critical element that would make the “win theme” stick. While most sales organizations talk in terms of the “buyers journey”, few recognize that equally important, is the "sellers journey", essential to make things happen. It was our journey that helped Hitachi become relevant to two high watermark accounts, each with their own challenges. Each highly complex. Each in need of a game plan built on the foundation of engineering trust and customer intelligence.
For the respect of customer confidentially, we are unable to share certain information and it is important for our future clients to know that we earn trust with each customer by being a trusted asset to their business development portfolio. It is safe to say that bigger is better when complemented with a localized strategic team, capable of helping the big boys navigate each customers' complex procurement process, multiple personas, and deeply rooted completion.
Our "X" factor stack, (initially developed for CA Technologies Public Sector) was applied with this client.
Ask us more about our Growth 5.0™, where the X meets business.
engage
Straedgy's leadership assisted the Hitachi Consulting Professional Services team, designing a combination of Account-Based Marketing (ABM) and Buyer Based Selling (BBS) strategies to establish a footprint in several high profile target enterprise accounts.
enable
The Straedgy leadership team leveraged its deep portfolio of relationships in Public Sector to connect key buyers in select accounts.
Our proprietary "X2X" factor enabled buyers to cross the chasm of trust with Hitachi.
empower
Straedgy empowered Hitachi sales with relevant knowledge to compress sales life cycles.
Our participation resulted in the award of several multi-year new business contracts for Hitachi Consulting and the consortium partners.
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