Jelvix is a software development company from Ukraine with 150 people on board. Jelvix has been a global tech partner for industry leaders, SMEs, and technology disruptors for 13 years. The
The company aims to amplify its value through custom software development, stunning product design, rigorous quality assurance, and comprehensive consultancy services.
Sometime before our cooperation started, the company increased rates from $50 to $60-65 per hour. As Jelvix didn’t have a clear positioning, most of the customers were early-stage startups. And they didn’t react well to such a rate increase, so conversions were low.
The client used 2 main lead-generation channels:
Both channels attracted small customers with budget limitations. Needed to improve conversions within existing and add new channels
Acquiring top-tier sales and marketing talent is a challenging feat, especially in an intensely competitive market where skilled professionals are in high demand.
Investing in continuous training and development programs is critical to ensuring that sales and marketing teams remain up to date with industry trends, product knowledge, and effective selling techniques.
In the constantly evolving IT industry, where new technologies and market trends emerge regularly, it’s crucial to be agile and adaptable. Therefore, need to build flexible enough sales and marketing strategies to adapt to these changes quickly and effectively.
By examining various aspects of biz dev such as operations, sales, marketing, strategy, channels and team seniority, an audit can reveal areas where the company is underperforming or missing opportunities for growth. It helps in identifying gaps that need to be addressed and opportunities that can be capitalized on.
After analyzing the above segments the general biz dev score was 38,4%.
If the total score is less than 50%, this means that the project will be complex.
The core element of successfull lead generation and sales for service IT companies is Go-to-Market Strategy.
Crafted ICP and identified target industries
Developed Positioning, Value Proposition, and Messaging Strategy
Developed Customer Journey Map and Map of Informational Needs
Listed all company services, focused on the most promising
Chose 9 lead generation channels
While crafting ICP we have arranged several customer interviews and one of the insights received is to pass the ISO certification that was required in the target industries and target accounts.
When the strategy was done, and the team hired, we started demand generation and capture activities. We had 3 teams that were responsible for different channels across the buyer journey.
As we set up ambitious goals and selected 9 lead generation channels, we needed to hire relevant specialists to hit targets in each channel.
In the Sales department, we have changed the full-stack junior sales reps on the SDR team of 3 ppl, a Data researcher and 1 middle Sales Rep
In the Marketing dept, we arranged 2 teams: Demand Generation (LinkedIn Thought Leadership, Blog, Email Marketing) and Demand Capture Team (SEO, Link building, PPC, Directories)
After auditing the biz dev team, we decided to make serious changes to the team structure. As our focus was on an increasing amount of New Revenue, we needed to find new ways of generating relevant leads according to the new ICP
Top of the funnel programs – demand generation team
Middle of the funnel programs – demand capture aka lead generation teams (outbound and inbound)
Inbound
Outbound
These activities helped to generate almost $6Mln in Pipeline
We described all processes in biz dev department, wrote how-to guides, and handover instructions for each role in the department
When ICP was done, identified the Buying Committee and created a segmentation model for leads and customers, the sales reps already knew what kind of lead call was scheduled.
We created a sales playbook with main objections, call takers, presentations, and proposal templates.
SDR and the sales team got the technology and service training from the delivery team, which increased their domain expertise.
For proper pipeline management and because of the different services to sell, and sizes of target accounts we have created 3 different pipelines in CRM.
Such an approach helped to increase conversion from the Appointment to win up to 16%.
We created a Metrics Pyramid to track and control performance: Report for C-level, Team Leads, and each channel performance.
It is important to understand what key metrics you want to track for the department to see which indicators are growing and why (report 1, for the C-Level) – you present this report to the C-Level. This report type is the smallest – key metrics in the context of a month/quarterю
For example, Headcount and growth, Revenue, and growth, Number of accounts and growth, Number of Tier 1 accounts.
Report 2 (for middle management) – basic metrics for teams: demand gen, outbound, inbound, and its attribution in overall growth. This report is made by each Team lead.
Report 3 is maintained by each responsible employee, it is the most detailed.
And from report 3, you make report 2. From report 2, you make report 1.
In CRM, we made 3 dashboards: the SDR dashboard, Sales Dashboard, and Revenue Dashboard
CRM – Pipedrive
Sales team: Google Meet (Video calls), Loom (call recording, voice-to-text transcription), Unitalk (follow-up calls)
Outbound Team: Gigradar (Upwork), Lemlist (Email, Linkedin automation), Unitalk (Calling software), Sales Navigator (Data Research), Apollo (Data Enrichment), Clearout (Email Validation), Texau (Data scraping)
Inbound Team: Ahrefs (SEO, Keyword research), Google Tag Manager, Google Ads, Linkedin Ads cabinet (Paid Ads)
Demand Generation Team: Taplio (Linkedin Thought Leadership), Pipedrive Emal marketing add-on, Stripo (Email marketing)
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