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The decision
The acquired RPA business brought approximately 400 customers, but the combined company had limited product marketing capabilities and needed to determine how to commercialize the technology across a much larger base of roughly 3,000 hospitals, health systems, and large physician practices.
The target buyers were revenue cycle and IT leaders, including vice presidents and directors responsible for operational efficiency, technology, and financial performance.
C Squared E supported customer and market research, competitive analysis, positioning and messaging, pricing and packaging, sales enablement, launch planning, and demand-generation efforts.
What the evidence revealed
One of the most important findings was that the company should not lead with RPA as a broad technology category. Buyers were more interested in solving specific workflow problems than in purchasing automation technology for its own sake.
The go-to-market strategy therefore focused on clearly defined use cases such as:
- Prior authorization
- Claims status checking
- Insurance discovery
The research also showed that customers needed more than software. Successful adoption would require implementation support, workflow redesign, and change management. That played directly to the company’s strength as a technology-enabled services provider and helped differentiate the offering from software-only competitors.
Finally, buyers needed a clear financial case for automation. C Squared E developed ROI tools to help sales representatives quantify potential savings and support customers seeking internal budget approval.
From insight to action
Sales enablement was rolled out in phases.
The new offering was introduced at the company’s sales summit, along with initial positioning and collateral. During the fall, C Squared E led a series of biweekly webinars for the sales organization, introducing new tools, sharing updated collateral, and providing visibility into demand-generation activities.
C Squared E also joined sales representatives on customer calls to observe pitches firsthand and help refine how the solution was presented.
At the same time, the broader launch effort included awareness and demand-generation campaigns, webinars, trade-show preparation, case studies, articles, competitive tools, and sales materials.
The full commercial launch took place at the company’s sales kickoff.
Results
By launch, the approximately 60-person sales organization had been equipped with the positioning, use cases, tools, training, and supporting marketing programs needed to take the new automation offering to market.
The work also helped establish a more disciplined product-marketing approach around the acquired technology—moving the company from selling RPA as a general capability toward selling specific automation solutions supported by services and a clear ROI story.