A US hospitality group with several decades of operating memory asked us to look at a sales and marketing funnel that had stopped behaving the way the group’s leadership expected it to. The problem, as is often the case, was a problem with the question — the funnel was not broken; the demand the funnel was sized for had quietly been rearranged.
Our work was in two parts: a careful reconstruction of where demand was actually coming from, and a redesign of the commercial structure that placed control of the direct channel ahead of growth in any given quarter.
The engagement closed once the group’s leadership had written its own version of what we had drafted.
Most go-to-market is rearranged demand, not new demand.
What we did
- — Reconstructed the demand picture across the group's channels — direct, brand, OTA, corporate.
- — Redesigned the sales structure for the group's enterprise accounts.
- — Sequenced a digital strategy that placed direct-channel control ahead of growth experiments.
- — Trained the group's commercial leadership on the operating cadence the new architecture required.
Practice · Marketing